WILLIAM  LOD 


RULES  OF 
MANAGEMENT 


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RULES  OF 
MANAGEMENT 


WITH  PRACTICAL  INSTRUCTIONS 
ON  MACHINE  BUILDING 


BY 
WILLIAM  LODGE 

PRESIDENT    OF    THE    LODGE    AND    SHIPLEY    MACHINE    TOOL    CO. 


McGRAW-HILL  BOOK  COMPANY,  INC. 

239  WEST  39TH  STREET,  NEW  YORK 

6  BOUVERIE  STREET,  LONDON,  E.  C. 

1913 


COPYRIGHT,  1913,  BY  THE 
McGsAW-HiLL  BOOK  COMPANY,  INC. 


THE. MAPLE. PRESS- TOEK. PA 


PUBLISHER'S  NOTE 

The  author  of  this  book  is  so  widely  known  in  the 
machine  building  trade  as  to  need  no  introduction. 
However,  in  view  of  the  usefulness  of  his  suggestions 
in  all  lines  of  manufacturing,  it  seems  wise  to  give  the 
reader  a  brief  outline  of  the  extended  experience  and 
marked  success  of  Mr.  Lodge's  career. 


Wm.  Lodge  was  born  in  Leeds,  England,  in  1848,  a 
son  of  George  Lodge,  a  skilled  mechanic  in  the  textile 
industry.  He  attended  the  common  schools  until  at  the 
age  of  17  he  became  an  apprentice  at  the  machine  shops 
of  Fairburn  &  Co.,  of  Leeds,  where  his  term  of  indenture 
covered  four  years.  He  then  came  to  the  United  States 
and  resided  in  Philadelphia  until  1872,  when  he  went  to 
Cincinnati,  and  shortly  afterward  became  foreman  in  the 
shops  of  Steptoe,  McFarland,  Nottingham  &  Co.  The 
senior  member  of  the  firm,  John  Steptoe,  was  the  first 
machine-tool  manufacturer  west  of  the  Alleghenies.  After 
eight  years  with  this  concern,  Mr.  Lodge  entered  into 
partnership  with  Wm.  Barker,  and  they  conducted  a 
successful  business  in  the  manufacture  of  machine  tools 
under  the  firm  name  of  Lodge,  Barker  &  Co.  In  1886 
Mr.  Barker  disposed  of  his  interest  to  Charles  Davis  and 
the  company  was  reorganized  under  the  name  of  Lodge 
&  Davis.  Six  years  later,  1892,  Mr.  Lodge  withdrew  from 
the  firm  and  the  same  year  organized  the  Ohio  Machine 
Tool  Co.,  the  organization  being  continued  until  1893, 
when  he  became  associated  with  Murray  Shipley,  and  the 
present  company  was  incorporated  under  the  name  of 
the  Lodge,  Shipley  Machine  Tool  Co.,  of  which  Mr. 
Lodge  is  president. 


271309 


FOREWORD1 

The  subject  of  Management  is  a  big  one. 
Some  of  us  grasp  its  meaning  one  way  and  some 
another;  all  of  us  apply  our  interpretation  of  it 
with  more  or  less  success.  Those  of  us  who 
have  to  do  with  its  practical  application  realize 
certain  experiences  that  differ  radically  because 
of  the  differences  in  our  conception  of  the 
principles  which  are  involved  in  it.  My  prin- 
ciples may  be  very  different  from  each  of  yours, 
and  may  be  subject  to  the  criticism  and  argu- 
ment of  each  of  you. 

Let  me  ask  those  of  you  who  have  more  or 
less  to  do  with  practical  management  to  con- 
sider for  a  few  moments  your  own  experience, 
together  with  the  experiences  of  others  that 
have  come  under  your  notice  during  the  time 
that  you  have  been  in  business,  but  particularly 
during  the  last  ten  years.  Within  this  time 
the  system  of  management  of  industrial  estab- 
lishments has  changed  very  materially  from 

1  Extract  from  an  address  by  the  author  before  the  Effi- 
ciency Society,  January,  1913. 

vii 


viii  FOREWORD 

what  may  be  termed  the  individual  type  to 
the  corporate,  involving  in  many  cases  the* 
acquiring  of  a  number  of  companies  and  the 
amalgamating  of  them  under  one  management. 
Frequently  the  men  who  built  up  each  of  the 
original  separate  companies  have  left  them, 
voluntarily  or  otherwise,  and  have  been  su- 
perseded by  others  more  or  less  unfamiliar 
with  their  conditions.  Under  such  circum- 
stances the  new  company  no  longer  enjoys  the 
benefit  of  the  intimate  experience  with  and 
knowledge  of  the  affairs  of  the  old  companies 
that  these  men  had.  This  has  generally  been 
a  great  loss  and  a  source  of  considerable  em- 
barrassment to  the  new  company,  and  has 
created  the  necessity  for  a  different  type  of 
management. 

But  whether  management  is  of  one  form  or 
another,  ultimately  the  manager  must  be  the 
man  who  is  responsible  for  the  success  or  failure  of 
the  enterprise.  He  cannot  shift  the  blame  of 
failure  upon  others;  others  cannot  claim  the 
credit  of  success.  It  may  be  said  that  success 
or  failure  will  depend  upon  the  way  some  of  the 
manager's  subordinates  perform  their  duties, 
and  that  is  true;  but  it  finally  devolves  upon  the 


FOREWORD  ix 

manager  to  see  that  his  subordinates  perform 
their  duties  in  such  a  way  that  their  efforts 
coordinate  in  order  to  bring  about  a  successful 
issue  to  the  plans  he  has  made. 

Then  again  there  is  another  situation  which 
confronts  every  one  of  us  sooner  or  later. 
Every  manager  who  has  had  charge  of  an 
industrial  establishment  for  a  great  many 
years  finally  begins  to  see  that  his  hair  is 
getting  gray,  that  it  will  not  be  many  years 
before  it  will  be  necessary  to  hand  over  the 
management  of  his  business  to  someone  else, 
and  makes  preparation  for  that  end.  Some- 
times the  man  at  the  head  of  the  concern  is 
desirous  of  taking  life  easier  and  delegates 
his  authority,  with  verbal  instructions  usually, 
to  the  men  with  whom  he  has  surrounded 
himself  and  in  whom  he  has  confidence,  and  he 
must  give  them  proper  instructions  so  as  to 
secure  this  coordination. 

Sometimes  this  is  difficult  to  do.  In  the 
first  place  there  is  no  school  where  men  are 
taught  to  be  credit  men,  or  financial  experts, 
or  advertising  specialists,  or  salesmen,  or 
purchasing  agents,  or  superintendents  and 
foremen  of  production.  So  the  manager  has 


X  FOREWORD 

either  to  go  out  into  the  market  and  hire  men 
who  have  had  self-made  experience  in  these 
fields,  or  he  must  start  with  fresh  material  and 
educate  them  himself. 

Now  suppose  he  adopts  the  first  method. 
Usually  the  first  thing  the  new  managers,  or 
the  men  who  have  filled  the  various  subordinate 
positions  in  the  past,  do,  is  to  go  to  the  men 
who  hold  the  purse  strings  and  say,  "It  is 
necessary  that  we  get  more  equipment  at  this 
point  and  better  equipment  at  that  point, 
and  an  addition  to  a  building  must  be  made 
here,  a  new  building  erected  there,"  etc.,  and 
because  it  is  supposed  that  these  men  know 
what  they  are  talking  about,  these  demands 
are  met.  The  new  equipment  is  obtained; 
the  buildings  erected,  and  then  results  such 
as  would  ordinarily  be  expected  as  obtainable 
are  looked  for;  but  surprises  and  disappoint- 
ments come  instead. 

The  improved  equipment  which  has  been 
added  by  the  new  management  does  not  realize 
anything  like  the  amount  of  earnings,  in  per- 
centage of  capital  invested,  that  the  old  equip- 
ment did  when  the  industry  was  younger.  The 
new  management  are  astonished  about  it, 


FOREWORD  xi 

wonder  why  it  is,  and  they  begin  to  inquire  and 
say  "Why  can  we  not  earn  as  much  money  in 
percentage  of  capital  invested  now,  when  our 
equipment  in  jigs  and  tools,  machinery,  build- 
ings and  organization,  etc.,  is  far  better  than 
it  used  to  be,"  and  they  go  back  to  the  books 
and  say  "  There  must  be  some  mistake  here,  let 
us  look  over  the  accounts."  They  examine  the 
statement  from  end  to  end  and  find  there  is  no 
mistake;  that  although  more  capital  is  invested 
in  the  business  the  earnings  do  not  materialize. 
Somebody  who  can  diagnose  the  trouble  and 
apply  a  remedy  must  get  on  the  job  at  this 
point  or  the  enterprise  will  die.  If  the  man 
who  built  up  the  business  still  has  enough  inter- 
est in  it,  enough  energy  and  good  health  to  take 
hold  again  himself,  as  he  did  when  he  was 
younger,  in  the  endeavor  to  ferret  out  where  the 
trouble  lies,  it  is  possible  that  it  may  be  found 
and  the  remedy  applied.  It  is  probable,  how- 
ever, that  by  this  time  the  conditions  would  be 
so  strange  to  him  that  he  could  be  of  little  as- 
sistance. What  would  probably  be  needed 
would  be  a  man  informed  in  modern  methods 
of  management,  with  a  sufficiently  wide  ex- 
perience to  recognize  the  new  conditions,  who 


xii  FOREWORD 

would  see  that  new  methods  must  be  introduced 
to  meet  them,  and  who  could  instruct  the  work- 
ing force  in  those  methods,  so  that  they  could 
be  applied.  Such  men  are  now  becoming 
available.  They  are  the  Efficiency  Engineers. 
In  my  own  case  when  I  decided  to  relinquish 
the  reins  of  my  business  and  let  a  younger  gen- 
eration take  up  the  management,  I  realized 
what  would  probably  happen  if  I  simply 
handed  them  over  to  others  who  had  never 
learned  how  to  drive,  so  I  endeavored  to  see 
what  I  could  do  to  prevent  the  immediate 
development  of  a  new  set  of  conditions  with 
which  the  organization  I  had  built  up  would 
not  be  able  to  cope.  I  commenced  to  teach 
them  how  to  handle  things  just  as  they  were. 
In  carrying  out  my  plan  the  following  record 
of  personal  experience,  put  in  the  form  of  rules 
and  comment,  was  written  to  give  information 
to  the  succeeding  manager  of  the  shops  of  the 
Lodge  &  Shipley  Machine  Tool  Co.  It  is  the 
result  of  an  endeavor  to  give  him,  in  permanent, 
written  form,  a  knowledge  of  facts  and  a  scheme 
of  organization  that  will  enable  him  to  carry 
on  his  work  with  the  feeling  that  he  is  on  a  sure 
footing  on  the  ground  over  which  he  must 


FOREWORD  xiii 

travel.  It  is  hoped,  however,  that  these  in- 
structions may  be  found  applicable  and  bene- 
ficial in  many  lines  of  machine  building,  and 
may  aid  in  continuing  the  rapid  progress  that 
is  now  with  us. 

In  this  record,  the  duties  and  work  of  each 
department  are  outlined  in  some  detail.  This 
extends  from  the  general  manager  of  the  shop 
down  to  janitors  and  watchmen. 


CONTENTS 

CHAPTEK  PAGE 

I.  The  Exceptional  Employee      1 

II.  The  General  Manager 6 

III.  Assistant  Manager 17 

IV.  Chief  Engineer  and  Designer 24 

*  V.  Drawing  Room .' 27 

VI.  Purchasing  Agent 31  • 

VII.  Incoming  Material  and  Stores  Department.  .  34* 

v  VIII.  Superintendent  of  Manufacture 39* 

^X.  Routing  Department 47* 

X.  Chief  Clerk 50 

XI.  Cost  and  Time-keeping  Department ....  53 

XII.  Operation  of  Premium  Plan 58 

-   XIII.  Superintendent  of  Assembly 61 

XIV.  Handling  Complaints 67 

XV.  Pattern  Shop 72 

XVI.  Tool-making  Room 77 

XVII.  Forge  Department 79 

XVIII.  Lathe  Department 81 

XIX.  Grinding  Department 85 

XX.  Drilling  Department 89 

XXI.  Planer  Department 92 

XXII.  Milling  Department 95 

XXIII.  Gear  Cutting  Department 97 

XXIV.  Special  Manufacturing  Department  ....  100 
—XXV.  Inspecting  Department 103 

XXVI.  Specific  Instructions  for  Painting  Lathes  .    .106 

XXVII.  Sales  Manager 108 

XXVIII.  Shipping  Clerk 113 

XXIX.  Boss  Laborer  and  Express  Truckman    .    .    .116 

XXX.  Millwright  and  Belt  Man 119 

XXXI.  Engineer,  Electrician  and  Oiler 122 

XXXII.  Janitors  and  Watchmen 127 

XXXIII.  A  Proposed  Pension  Plan 131 

XXXIV.  Basis  on  which  a  Fund  can  be  Started  ...   134 

xv 


RULES  OF  MANAGEMENT 

i 

THE  EXCEPTIONAL  EMPLOYEE 

E  most  valuable  acquisition  to  business 
that  an  employer  can  obtain  is  the  excep- 
tional young  man.  There  is  no  bargain  so 
fruitful. 

By  the  exceptional  young  man  is  meant  the 
one  who  is  always  looking  out  for  his  employer's 
interest,  the  young  man  who  keeps  his  eyes 
open,  who  is  always  trying  to  make  suggestions 
for  improvements  in  the  business,  who  is  al- 
ways studying  for  something  better,  simpler, 
more  efficient  ways  of  doing  things. 

Never  before  was  there  such  a  demand  for 
the  exceptional,  the  resourceful  man,  the  man 
who  can  think,  who  can  devise  new  and  orig- 
inal ways  of  doing  things,  the  man  who  can 
grasp  the  needs  of  the  situation  and  solve  them 
with  his  own  resourcefulness. 

Napoleon  said  that  his  soldiers  fought  so 
well  because  every  man  carried  a  field  marshal's 


3  RULES  OF  MANAGEMENT 

. 

baton  in  his  knapsack.  In  other  words,  every 
man  in  Napoleon's  army  expected  advancement 
and  was  prepared  for  it. 

yi  The  principle  of  advancement,  of  growth,  of 
progress,  is  the  same  whether  in  employer  or 
employee.  Business  grows  because  of  enter- 
prising, progressive,  pushing,  up-to-date 
methods.  Promotion  for  the  employee  re- 
quires the  same  pushing,  vigorous,  alert 
methods. 

If  you  want  to  be  advanced,  you  must  be 
/^ 

dead  in  earnest,  and  enthusiastic  over  your 
employer's  business.  You  must  go  to  the 
bottom  of  it;  study  it,  get  a  comprehensive 
view  of  it;  know  just  as  much  about  it  as  pos- 
.  sible.  If  you  intend  to  take  up  the  same  line 
of  business  yourself,  your  present  opportunity 
of  observation  and  study  will  be  of  untold  value 
to  you.  At  present  you  are  really  an  appren- 
tice, being  well  paid  for  your  work,  besides 
having  the  opportunity  to  learn  the  business. 
When  your  employer  finds  that  you  have  a 
lot  of  enterprise,  that  you  are  trying  to  learn  as 
much  about  his  business  as  he  himself  knows,  he 
will  begin  to  think  that  you  are  made  of  pro- 
motion material.  But  if  he  sees  that  your 


THE  EXCEPTIONAL  EMPLOYEE  3 

ambition  is  just  to  get  your  salary  and  have  as 
easy  a  time  as  you  can,  you  will  never  attract 
his  attention,  except  for  a  possible  discharge. 
An  employer  wants  no  dead-wood  around  him. 
He  wants  live  wires.  He  wants  employees 
who  have  ambition  enough  to  be  willing  to  pay 
the  price  for  promotion. 

The  first  thing  the  successful  employee 
must  realize  is  that  he  is  really  working  for 
himself.  Every  bit  of  work  he  does  heartily, 
honestly,  thoroughly,  is  developing  his  own 
capacity,  making  him  a  bigger,  broader,  more 
capable  man.  If  he  robs  his  employer  of  time 
or  energy,  he  is  robbing  himself  more,  because 
he  is  practising  dishonesty,  and  cultivating  a 
weakness  that  will  slowly  undermine  his  char- 
acter and  destroy  his  reputation  for  trust- 
worthiness. 

The  men  who  have  done  great  things  in  the 
world  have  been  prodigious  workers,  particu- 
larly during  the  time  when  they  were  struggling 
to  establish  themselves  in  life. 

Young  men  who  are  sticklers  for  hours,  who 
are  afraid  of  working  overtime,  who  want  to 
leave  the  office  on  the  minute  or  a  little  before, 
who  are  always  a  little  late  in  the  morning,  or 


4  RULES  OF  MANAGEMENT 

who  take  their  employer's  time  for  their  own 
personal  uses — such  employees  never  get  very 
far. 

If  YOU  want  to  be  something  more  than  the 
average  worker,  you  must  do  something  more 
than  average  work.  If  you  expect  to  become 
an  important  figure  in  the  world  of  commerce, 
a  captain  of  industry,  instead  of  a  common 
soldier  in  the  ranks  of  labor,  you  must  put 
your  shoulder  to  the  wheel  and  push,  and 
push  hard. 

It  is  astonishing  how  many  young  men  are 
trying  to  get  a  living  without  hard  work.  It 
does  not  seem  possible  that  so  many  people 
could  live  off  one  another  without  really 
producing  anything  themselves.  Everywhere 
we  see  young  men  looking  for  easy  places,  short 
hours,  and  the  least  possible  work  for  the 
greatest  possible  salary. 

Even  if  it  were  possible  to  get  a  living  with 
a  very  little  effort,  you  could  not  afford  it. 
You  could  not  afford  to  coin  your  brain  into 
dollars,  to  make  dollar-chasing  the  ambition 
of  your  life.  There  ought  to  be  something 
larger  in  you  than  that.  There  is  something 
in  you  that  will  not  be  satisfied  with  this  sort 


THE  EXCEPTIONAL  EMPLOYEE  5 

of  a  life,  something  that  will  protest  against 
selling  yourself  so  cheaply.  You  cannot  respect 
yourself  unless  you  are  doing  your  best,  mak- 
ing your  greatest  effort  to  bring  out  the  best 
thing  in  you. 


II 

THE  GENERAL  MANAGER 

rip  HIS  official  of  any  manufacturing  corpora- 
•••  tion  should  not  try  to  perform  personally 
the  duties  of  his  office  and  those  of  every  other 
official  in  the  plant.  The  duties  of  the  latter 
are  set  forth  in  the  following  brief  instructions, 
but  the  general  manager  must  know  that  each 
one  thoroughly  and  continuously  performs  his 
own  work,  in  keeping  with  his  instructions. 
Everyone  in  the  organization  should  keep  a 
copy  of  his  instructions  before  him.  The 
exceptional  man  scarcely  needs  to  be  reminded 
of  them,  for  he  will  do  more  work  than  they 
call  for.  But  some  day  such  a  man  will  be 
wanted  higher  up,  and  when  he  is  promoted, 
the  instructions  stay  with  the  job  and  must 
govern  the  man  who  takes  up  the  work. 

The  30  or  40  men  in  the  organization,  for 
whom  these  instructions  are  written,  grade 
from  the  exceptional  man  down.  It  takes 

6 


THE  GENERAL  MANAGER  7 

years  of  care  and  study  to  fit  each  one  for  his 
place.  The  teaching  and  training  to  bring 
about  this  fitness  must  be  carefully  done,  and 
then  as  much  care  must  be  exercised  to  keep 
him  there  and  keep  him  satisfied.  It  is  largely 
through  correspondence  that  we  keep  in  touch 
with  the  outside  world.  Thus  the  man  who 
handles  this  needs  to  use  particular  care  that 
the  good  qualities  of  the  product  are  brought 
to  the  attention  of  customers. 

No  former  or  prospective  customer  should 
have  cause  to  complain  of  being  unable  to 
obtain,  in  reply  to  his  first  request,  full  and 
complete  information.  Every  complaint  that 
comes  in,  whether  through  the  mail,  by  tele- 
phone, or  telegraph,  should  be  seen  and  acted 
upon  by  the  general  manager.  If  it  should 
happen  that  any  of  the  following  instructions 
are  not  clear  enough  to  fix  responsibility,  they 
must  at  once  be  changed  so  that  their  meaning 
is  unequivocal. 

The  general  manager  should  call  and  preside 
at  a  meeting,  held  once  a  week,  if  only  for  a  half 
hour,  to  include  the  assistant  manager,  chief 
engineer,  superintendent  of  manufacture  and 
superintendent  of  assembly.  Each  one  of 


8  RULES  OF  MANAGEMENT 

these  will  have  learned  of  some  matter  during 
the  preceding  week,  which  should  be  brought 
to  the  knowledge  of  all.  To  see  and  do  every 
day  the  things  that  all  other  executives  miss 
will  keep  the  general  manager  well  occupied. 

In  addition  to  all  complaints,  all  orders 
should  be  called  to  his  attention.  His  own 
judgment  will  tell  him  which  of  these  he  will 
need  to  take  up  in  person.  He  should  make 
it  an  especial  point  to  see  what  is  being  done  in 
the  drawing  room  every  day.  It  is  exceedingly 
important  that  incorrect  drawings  should  not 
find  their  way  into  the  shop.  Drawing-room 
mistakes  are  very  costly  in  the  shop. 

He  must  keep  the  shop  supplied  with  new 
blood  and  new  men  from  our  own  University 
of  Cincinnati,  our  city  high  schools,  Pratt 
Institute,  the  Worcester  Polytechnic  Institute, 
the  Massachusetts  Institute  of  Technology,  and 
other  engineering  colleges.  With  proper  shop 
training  and  experience,  such  men  are  of  great 
value  in  a  manufacturing  organization. 

Particular  care  must  be  exercised  in  changes 
of  design.  He  should  look  beyond  the  reasons 
presented,  and  particularly  look  into  what  is 
ordered.  This  is  especially  true  of  the  work  in 


THE  GENERAL  MANAGER  9 

the  toolroom,  in  the  special  manufacturing 
department,  and  of  all  the  work  under  the 
charge  of  the  superintendent  of  manufacture. 
He  cannot  use  too  much  care  or  effort  to  keep 
the  inspection  in  Al  shape.  To  help  in  per- 
forming this  general  inspection  work  with  sure- 
ness,  the  instructions  to  all  other  departments 
should  be  read  over  by  him  until  he  is  thor- 
oughly acquainted  with  them.  Such  a  knowl- 
edge of  them  will  save  many  a  shop  journey. 

He  should  study  carefully  all  so-called  non- 
production  departments,  including  the  pat- 
tern-making department  and  the  toolroom,  and 
remember  also  that  the  superintendent  of 
manufacture  will  need  much  of  his  attention 
and  best  assistance.  The  superintendent  of 
assembly  must  be  capable  of  handling  foremen 
and  helping  them  in  the  niceties  of  the  work  in 
their  various  departments.  He  must  have  the 
ability  to  keep  work  moving  through. 

Everything  in  the  nature  of  shop  politics  that 
is  harmful  to  the  company  should  be  eliminated. 
The  assistant  manager  should  be  cultivated 
and  guided  where  necessary.  There  must  be  a 
capable  understudy  for  every  important  posi- 
tion. He  should  keep  building  up  the  organi- 


10  RULES  OF  MANAGEMENT 

zation  along  permanent  lines  and  be  careful 
about  tearing  down.  The  assistant  to  the 
superintendent  of  manufacture  should  be  an 
especially  capable  understudy,  and  able  to  fill 
the  place,  should  occasion  arise. 

The  chief  engineer  should  go  the  entire 
journey  of  his  own  work,  seeing  the  end  clearly 
himself,  and  also  the  importance  of  making 
every  item  clear  to  the  men  who  follow  him. 
(The  general  manager  should  note  this  par- 
ticularly.) He  should  be  prolific  in  ideas,  but 
exercise  great  care  in  making  changes  in  designs, 
and  still  greater  care  in  establishing  the  means 
to  serve  the  end  for  which  it  was  designed. 
When  this  means  has  been  successfully  ob- 
tained, he  should  not  change.  It  is  ruinous  in 
cost  and  prevents  economy  in  manufacturing. 
Never  use  two  pieces  where  one  will  serve;  but 
when  designing  the  one  piece,  be  sure  that  it 
can  be  manufactured  in  an  inexpensive  and 
successful  manner. 

The  man  in  charge  of  the  drawing  room  should 
be  an  expert  on  machine-tool  design,  as  well  as  a 
capable  foreman.  This  calls  for  a  capable  man. 
The  modern  machine  tool  is  a  highly  organized 
machine,  and  in  its  design  calls  for  a  knowledge 


THE  GENERAL  MANAGER  11 

of  all  kinds  of  engineering  and  mechanical 
work.  The  drafting  department  is  one  that 
always  needs  the  assistance  of  the  executives. 
It  is  important  that  in  this  room  there  should 
be  a  thoroughly  competent  checker,  through 
whose  hands  every  item  of  design  must  pass. 

Good  men  must  be  kept  in  the  cost,  the  trac- 
ing and  routing  departments.  The  latter 
should  have  thorough,  continuous  study,  for  it 
is  capable  of  progressive  improvement.  Defi- 
nite standards  of  performance  are  always 
necessary;  thus,  a  list  of  machines  to  be  pro- 
duced for  a  month,  scheduled  for  as  long  a 
period  in  the  future  as  possible,  should  be  pre- 
pared and  given  to  everyone  concerned.  This 
might  be  made  out  something  as  follows : 

Number  of  lathes  to  be  Size  of 

delivered  each  month  lathe 

40 14  in. 

40 16  in. 

30 18  in. 

This,  of  course,  is  to  be  extended  for  the 
entire  line  of  machines  produced.  The  general 
manager  should  work  diligently,  earnestly  and 
continually  to  better  and  improve  the  esprit  de 
corps  of  his  organization.  Whenever  the  fore- 


12  RULES  OF  MANAGEMENT 

man  of  any  department  is  not  a  big  enough 
man  to  handle  his  work  successfully,  he  should 
be  replaced  as  soon  as  the  right  man  is  found. 
It  is  not  out  of  place  to  emphasize  again  that 
understudies  must  be  present  in  all  depart- 
ments, so  that  the  place  of  any  important  man 
may  be  filled  at  any  time  and  for  any  cause. 

In  regard  to  his  own  qualifications  and  atti- 
tude toward  his  work:  The  general  manager 
should  not  make  the  far  too  common  mistake 
of  failing  to  fit  himself  for  the  position.  Men 
frequently  accept  managerial  positions  without 
having  any  adequate  conception  as  to  how  little 
fitted  they  are  to  fill  such  a  responsible  posi- 
tion. They  seemingly  hope  to  get  along  by 
simply  having  the  title.  Such  men  lack  the 
first  requisite,  namely,  initiative,  or  the  ability 
to  at  once  see  what  is  wanted,  and  then  bring 
their  experience  to  bear  upon  it  with  confidence 
in  their  own  judgment.  Iniative  selects  that 
part  of  the  work  to  be  attacked  first,  where 
intelligent  effort  will  do  the  most  good. 

Let  us  outline  the  experience  and  qualifica- 
tions of  a  man  fitted  for  the  position  of  manager 
in  a  large  machine-tool  shop,  and  then  trace 
the  method  by  which  he  should  take  up  his 


THE  GENERAL  MANAGER  13 

new  duties  and  responsibilities.  Such  ex- 
perience might  be  first  a  technical  education, 
then  a  regular  machine-shop  apprenticeship, 
followed  by  four  years  of  work  as  a  journeyman 
in  some  one  of  the  best  machine-tool  shops  in 
the  world,  then  four  years  as  foreman,  in  charge 
of  a  toolroom  in  one  of  the  best  gasoline- 
engine  factories  in  this  country,  followed  by 
six  years  as  general  manager  of  a  large  machine 
manufacturing  company.  Proofs  of  this  ex- 
perience, a  pleasing  personality,  and  good 
recommendations  from  former  employers  would 
be  sufficient  to  qualify  a  man  for  the  position 
of  general  manager,  such  as  we  are  discussing. 

In  order  that  he  may  have  full  knowledge 
of  every  department  of  the  plant  he  is  to  handle, 
and  how  it  is  organized  and  officered,  a  set  of 
written  instructions,  such  as  these,  is  given 
to  him  for  his  information.  In  addition  to 
this,  the  routine  of  work,  from  its  conception  to 
its  finish,  in  the  different  departments,  is 
given.  Following  these  preliminaries,  the  fol- 
lowing simple  method  will  assist  wonderfully 
in  helping  him  to  be  at  home  in  his  new  position 
in  a  short  time. 

Any  live,  going  machine-making  concern  has 


14  RULES  OF  MANAGEMENT 

on  its  books  orders  in  all  stages  of  completion. 
The  new  manager  being  well  posted  in  machine 
making  in  all  its  branches,  will  make  headway 
by  taking  a  list  of  all  orders,  with  their  promised 
dates  of  delivery,  to  see  if  any  are  overdue, 
and  if  so,  what  is  needed  to  complete  them,  and 
assist  immediately  in  getting  them  completed, 
then  take  the  next  most  urgent  orders  in  like 
manner  and  so  on,  until  all  of  the  details 
are  well  in  hand.  In  two  weeks  this  work 
will  put  the  new  manager  in  contact  with 
every  department  and  every  executive  in  the 
establishment. 

While  getting  this  experience,  he  will  have 
come  in  touch  with  any  lame  spots  in  the 
organization,  and  begin  in  a  small  way  to 
better  conditions  in  every  department,  in  so  far 
as  they  need  his  help.  If  he  has  initiative, 
his  vision  will  enlarge  with  his  new  experience. 
He  will  see  what  is  needed  and  soon  begin  to 
really  improve  the  quality  of  the  work. 

When  all  this  has  been  properly  cared  for,  if 
he  has  ambition  to  increase  the  output,  he 
will  next  get  from  the  cost  department  a  state- 
ment as  to  what  each  department  is  capable 
of  producing.  Then  he  can  add  or  increase 


THE  GENERAL  MANAGER  15 

such  departments  as  have  the  least  relative 
capacity,  in  order  to  bring  about  the  needed 
balance.  This  process  can  be  continued 
throughout  the  plant. 

It  is  unwise,  and  may  be  ruinously  expensive, 
to  upset  any  department  by  making  drastic 
changes  too  soon.  It  is  far  better  to  obtain 
both  better  quality  and  greater  output  by 
getting  the  limit  from  a  department  as  it 
stands.  This  will  frequently  change  the  man- 
ager's viewpoint,  as  to  what  additional  equip- 
ment may  be  required,  and  may,  on  the  other 
hand,  result  in  consolidating  one  department 
with  another.  This  is  the  course  of  speeding 
up,  as  opposed  to  getting  swamped  with  too 
much  equipment. 

Finally,  the  general  manager  must  be  very 
strict  with  the  foremen,  in  regard  to  the  matter 
of  frequent  changes  of  men.  Too  frequent 
changes  prevent  an  up-to-date  condition,  and 
the  building  up  of  a  well-posted  set  of  men. 
Each  foreman  must  be  exceedingly  explicit  in 
giving  out  work  to  his  men,  especially  such  work 
as  they  are  not  thoroughly  acquainted  with. 
He  must  require  them  to  repeat  back  to  him 
the  instructions  given,  and  get  them  to  state 


16  RULES  OF  MANAGEMENT 

how  they  will  do  the  work,  at  the  same  time 
putting  into  their  hands  every  facility  for 
doing  it  well  and  quickly,  and  thus  avoid  spoiled 
work  and  4ost  time. 


Ill 


ASSISTANT  MANAGER 

A/'OUR  first  duty  is  to  see  that  the  head  of 
every  department  carries  out  his  written 
instructions,  and  to  show  him,  should  occasion 
arise,  that  upon  the  more  or  less  efficient  man- 
ner in  which  instructions  are  carried  out  de- 
pends his  future  advancement  in  pay  and  posi- 
tion. Study  all  orders  as  they  are  received, 
give  delivery  to  the  order  department  on  them, 
and  especially  where  they  have  any  special 
features.  Keep  in  touch  with  the  drawing 
room,  pattern  room,  toolroom,  cost  depart- 
ment and  purchasing  department,  until  the 
job  is  on  its  way  in  the  shop.  Then  keep  in 
touch  with  the  head  tracer  to  see  that  work 
does  not  lag  and  that  our  promised  delivery  is 
kept. 

Observe  whether  the  office  routine  blocks  the 
movement  of  orders  in  any  way  and  whether 
the  handling  of  the  orders  through  the  drawing 

2  17 


18  RULES  OF  MANAGEMENT 

room  is  right.  Observe,  too,  if  the  method  can 
be  improved  upon.  All  this,  of  course,  with 
the  consent  of  the  head  of  the  department. 
See  that  all  materials  are  of  the  right  quality 
for  the  work  the  parts  have  to  do  and  that  all 
items  required  in  the  construction  of  the  vari- 
ous orders  are  in  the  raw  stockroom.  If  not, 
a  special  effort  should  be  made  to  have  them 
there  in  advance  of  the  time  they  are  wanted 
by  the  first  operation  department. 

Keep  in  close  touch  with  the  pattern  shop, 
carpenter  shop,  storekeepers,  sweepers,  porters, 
painters,  pipe  fitters,  engineers,  firemen,  elec- 
tricians and  the  shop  fire  department.  See 
that  engineers  clean  the  boilers  every  two 
months  with  mechanical  cleaner  and  report 
immediately  when  coal  or  oil  is  not  up  to  the 
standard  of  quality.  Prepare  samples  of  coal 
and  oil  for  analysis  every  three  months. 

See  that  electricians  blow  out  generators  and 
motors  every  two  weeks,  and  clean  out  every 
electric  hoist  once  every  six  months  even  to 
taking  grease  out  of  the  gear  box.  Arc  lamps 
must  be  properly  trimmed  and  cleaned  and 
incandescent  lamps  must  be  protected  by 
wire  guards  and  kept  clean.  Keep  in  touch 


ASSISTANT  MANAGER  19 

with  all  late-comers,  absentees  and  those 
who  fail  to  ring  in;  also  take  note  of  any  pro- 
duction department  in  which  numerous  changes 
of  help  take  place.  Discover  the  trouble  if 
possible  and  supply  the  remedy. 

See  that  each  department  has  its  full  quota 
of  men  and  no  more.  Supervise  the  cost  de- 
partment and  storeroom.  Lay  out  a  fixed 
number  of  machines  for  erectors  to  finish 
each  week  and  name  them.  Issue  orders  to 
the  chief  storekeeper  for  all  stock  orders  to  go 
through  the  shop,  and  regulate  their  sequence, 
always  bearing  in  mind  that  all  sizes  of  lathe 
groups  are  on  hand  for  assemblers  to  draw 
from,  and  not  too  many  of  the  sizes  that  do 
not  sell  well. 

Keep  check  on  all  defective  and  spoiled  work 
to  see  that  it  is  properly  charged  back  and 
returned  by  the  receiving  departments  and 
stores  and  purchasing  departments  at  the 
end  of  each  month.  Check  the  monthly  re- 
port from  the  storeroom,  of  incoming  and 
outgoing  material.  Also  check  the  monthly 
report  of  the  cost  of  sales  of  the  previous 
month,  as  compiled  by  the  cost  department. 
These  two  reports  should  be  out  by  the  fifth 


20  RULES  OF  MANAGEMENT 

of  each  month.  Send  daily  reports  to  the 
Metal  Trades  Association  of  all  persons  enter- 
ing and  leaving  our  employment.  Keep 
records  of  all  accidents  to  employees  and  have 
them  reported  to  the  insurance  company. 

Observe  particularly  that  simple  repair 
orders  are  not  delayed  through  red  tape.  For 
instance,  an  order  for  a  steady-rest,  compound, 
full-swing,  taper  attachment,  apron  parts  of 
any  date,  sliding  tumbler,  or  in  fact  all  repairs, 
should  be  classified  as  to  date  of  design,  pat- 
tern, style,  etc.,  and  kept  on  hand  in  a  quan- 
tity to  suit  the  demand,  this  demand  to  be 
determined  by  the  number  of  orders  received 
during  the  last  six  months.  In  fact,  these 
could  be  kept  on  hand  finished.  Many  of 
them  are  so  trifling  that  the  cost  of  keeping 
them  is  hardly  to  be  considered.  They  are 
too  costly,  however,  to  put  through  alone. 

See  that  the  routing  department  allows  30 
minutes  for  setting-up  for  all  pieces  six  in  num- 
ber or  less.  See  that  all  heads  of  departments 
assist  in  moving  their  production  toward  the 
store  department.  Also  see  that  the  fire  drill 
is  practised  not  less  than  once  a  month  and 
that 'all  armatures  and  brushes  on  motors 


ASSISTANT  MANAGER  21 

for  shop  use  are  in  apple-pie  order  as  to  clean- 
liness and  smooth,  even  surfaces  upon  which 
the  brushes  operate.  Also  inspect  the  general 
shop  orderliness. 

Keep  a  daily  running  list  of  all  hourly  rates 
except  the  office  payroll,  and  have  the  time 
department  show  you  every  hourly  rate  set. 
Keep  in  daily  touch  with  the  premium  earned, 
by  whom  and  for  what.  Large  premiums 
are  only  due  where  the  job  shows  they  were 
increased  month  by  month  and  through  long 
periods  of  time.  When  the  earnings  are  large 
on  the  first  performance  of  the  work,  a  mis- 
take has  been  made  in  the  first  setting.  The 
incoming-material  department,  for  erection 
work,  will  need  the  cooperation  of  the  cost 
department,  and  for  spoiled  work  that  of  the 
purchasing  department. 

On  receiving  the  weekly  production  report 
from  the  man  in  charge  of  moving  the  work, 
check  it  over  carefully  and  determine  whether 
the  machines  specified  will  be  finished.  If  not, 
notice  must  be  given  at  once  so  that  the  cus- 
tomer can  be  advised  of  the  delay,  thereby 
obviating  unnecessary  correspondence. 

Whenever  a  piece  is  changed  or  canceled, 


22  RULES  OF  MANAGEMENT 

the  drawing  department  must  notify  the 
cost  department  in  writing,  to  be  filed  with 
the  corresponding  parts  list,  and  the  cost  de- 
partment in  turn  must  notify  the  tracing  de- 
partment to  recall  both  the  ticket  and  the  pre- 
mium tickets  for  that  particular  piece.  The 
pieces,  with  the  ticket  attached,  must  be  de- 
livered to  the  storeroom  and  the  premium 
tickets  to  the  cost  department.  Foremen 
must  examine  the  work  coming  into  their  de- 
partments and  see  that  it  corresponds  to  the 
material  called  for  on  the  attached  shop-order 
ticket. 

The  premium  ticket  should,  where  possible, 
remain  with  the  work  until  the  inspector  has 
O.K'd  the  quality  of  the  work.  These  tickets 
are  to  be  signed  by  the  inspector  and  turned 
into  the  cost  department.  No  changes  are  to 
be  made  on  any  premium  ticket  without  con- 
sulting the  cost  department.  No  premium 
will  be  paid  on  any  ticket  where  this  rule 
has  been  violated.  Eliminate  wherever  pos- 
sible the  use  of  continuation  and  helper's 
tickets.  Receive  the  report  of  the  man  in 
charge  of  the  assembling  as  to  whether  his 
requirements  are  being  thoroughly  met  by  the 
stores  department. 


ASSISTANT  MANAGER  23 

When  you  find  yourself  unable  to  carry  out 
all  the  items  of  work  that  seem  to  belong  to  the 
successful  operation  of  any  one  department, 
it  is  suggested  that  you  adopt  the  plan  of  in- 
vesting the  man  in  charge  of  the  delinquent 
department  with  a  little  more  responsibility. 
If  he  cannot  carry  it,  perhaps  some  of  his  sub- 
ordinates can.  Good  men  are  occasionally 
discovered  by  this  method. 

When  you  satisfy  yourself  that  any  man  in 
charge  of  a  department  has  no  interest  in  it 
beyond  his  pay,  or  the  ending  of  the  day,  try 
to  correct  his  point  of  view.  If  this  cannot  be 
done  look  around  for  someone  to  replace  him 
and  in  order  that  his  department  may  not  be 
forgotten  place  over  it  the  sign  DVL-K 
Interpreted  this  means:  D  needs  to  improve; 
V  should  be  replaced;  L  this  department  needs 
an  assistant;  +  double  up  with  some  other 
department,  etc.  Keep  careful  watch  on  the 
sneak,  the  fourflusher,  the  man  who  tells  tales, 
and  particularly  on  anyone  making  a  false 
statement,  through  laziness  or  indifference,  or 
because  he  is  a  liar.  Fire  such  men;  they 
only  do  harm. 


IV 


CHIEF  ENGINEER  AND  DESIGNER 

rilHE  chief  engineer  and  designer  shall  design 
-*•  all  new  machines,  attachments  therefor, 
and  all  special  appliances  for  orders  that  carry 
with  them  guarantees  of  time  or  production. 
The  engineering  work  of  the  plant,  covering 
the  power,  sprinkler  system,  labor-saving  ap- 
pliances for  expediting  the  movement  of  work, 
etc.,  shall  also  be  designed  by  him. 

His  decision  is  final  on  designs,  but  the 
superintendent  of  manufacture  must,  at  all 
times,  be  consulted  where  modifications  in 
designs  are  necessary  to  shop  economies.  He 
must  also  listen  to  suggestions  from  the  man 
in  charge  of  the  pattern  shop  and  the  head  of 
the  toolroom  force. 

He  shall  be  called  upon  by  the  selling  depart- 
ment when  information  on  questions  of  per- 
formance of  product  are  requested  in  their 
daily  mail,  should  the  man  in  charge  of  the 

24 


CHIEF  ENGINEER  AND  DESIGNER         25 

correspondence  not  have  sufficient  knowledge 
to  answer  them  safely.  He  should  also  see 
the  first  machine  of  any  new  design  thoroughly 
tested  as  to  the  work  it  must  perform  before 
leaving  the  shop,  and  insist  that  no  part  is 
passed  upon  and  shipped  if  in  any  way  in- 
complete as  to  strength,  ease  of  handling,  and 
thorough  adaptability  for  top-notch  perfor- 
mance of  the  work  it  is  designed  for  and  sold 
to  do. 

When  a  report  from  the  user  of  the  tools 
makes  expense  necessary  and  the  fault  is  ours, 
the  engineer  must  either  assume  responsibility 
or  fix  it  on  the  department  head  at  fault.  The 
general  manager  shall  then  take  the  matter 
up  with  the  responsible  party.  He  shall  do 
everything  possible  to  assist  the  drawing  room 
to  establish  every  economy  of  operation  and 
consult  the  manager  when  any  new  equipment 
is  found  advisable  in  the  drawing  room.  He 
shall  keep  well  posted  on  the  text  and  adver- 
tising pages  of  technical  journals,  regarding 
up-to-date  drawing-room  practice  as  well  as 
improvements  in  our  line. 

Designs  must  be  complete  as  to  all  important 
details  before  going  to  the  drawing  room. 


26  RULES    OF  MANGEMENT 

Patterns  must  be  examined  before  going  to 
the  foundry  so  as  to  catch  and  correct  any 
ruinous  weakness  before  castings,  forgings,  etc., 
are  made.  It  is  also  the  chief  engineer's  duty 
to  pass  upon  the  purchase  of  new  machinery 
and  equipment  when  the  need  of  this  is  ad- 
vocated by  various  department  heads.  He 
must  listen  to  all  suggestions  from  department 
heads  and  in  fact  all  employees,  and  when 
such  suggestions  are  considered  of  value,  use 
them,  or  if  thought  advisable,  bring  them  up 
in  meeting. 

It  is  his  further  duty  to  make  mechanical 
tests  of  the  various  types  of  machines  manu- 
factured by  the  company.  These  tests  shall 
include  horse-power  consumption,  the  cutting 
tools  used,  frictional  losses,  and  all  items 
covering  the  general  efficiency  of  the  tools. 
These  data  should  be  tabulated  and  kept  for 
permanent  records. 


DRAWING  ROOM 

HPHE  man  in  charge  of  this  department  must 
•*•  be  responsible  for  prompt  delivery  to  the 
routing  departments  of  every  repair  order 
coming  to  it,  the  same  day  that  the  order 
appears  in  the  drawing  room.  If  the  order 
deals  with  special  work,  the  drawing  room 
must  advise  the  special  department  how  many 
hours  or  days  it  will  require  to  deliver  the 
drawing  for  the  order  to  the  routing  depart- 
ment. 

If  the  order  deals  with  new  transient  work, 
the  drawing-room  superintendent  and  assistant 
must  advise  the  correspondence  department 
how  soon  it  can  be  delivered  to  the  pattern 
shop,  the  time  to  be  based  on  the  present  work 
in  the  drawing  room,  men  available,  and  the 
hours  of  performance.  It  must  then  be  de- 
livered in  accordance  with  the  time  given. 

Separate  filing  places,  for  repairs,  transient 

27 


28  RULES  OF  MANAGEMENT 

new  work,  and  permanent  manufacture  should 
be  provided  for  and  rigidly  kept.  Transient 
drawings  and  even  sketches  should  be  provided 
with  filing  facilities  that  will  make  them 
instantly  procurable  when  needed.  These 
should  be  divided  and  subdivided  in  the  index 
under  different  headings  such  as  repairs, 
transient,  crankshaft,  stud  work,  etc.,  this  to 
include  devices  to  turn  pipe  rolls,  small  and 
large  blank  gear  jobs,  pulley  jobs,  armature 
shafts,  crankshafts  of  different  throws,  in 
inches,  in  number  of  throws,  in  diameter  size, 
in  length,  also  the  special  equipment  used  in 
each  case. 

The  tracing  of  drawings  should  be  assigned 
to  girls,  if  deemed  wise,  and  a  separate  room 
can  be  provided  accessible  only  to  the  head 
draftsman,  his  assistant,  and  the  filing  clerk. 
An  aide  for  this  blueprinting,  and  possibly 
filing,  may  relieve  the  head  draftsman  and 
assistant  to  whatever  extent  may  be  deemed 
wise;  this  same  aide  being  responsible  for  the 
delivery  and  time  promised  on  repairs  and 
transients. 

When  a  call  for  the  man  in  charge  comes 
from  the  shop  he  should  demand  to  be  told  on 


DRAWING  ROOM  29 

what  business;  then  if  the  subordinate  will 
answer,  send  him  in  response.  Both  chief  and 
assistant  should  keep  thoroughly  posted  on 
up-to-date  practice,  as  published  in  the  technical 
journals  and  index  the  good  things  or  put 
them  in  a  scrap-book.  If  drawings  that  cause 
great  expense  by  reason  of  mistakes  in  either 
design  or  lack  of  care  are  delivered  to  the  shop, 
the  greatest  fuss  possible  must  be  made  by 
the  man  in  charge. 

When  the  man  in  charge  decides  that  anyone 
in  his  department  is  either  indifferent  or  lazy, 
discharge  him  or  her  at  once.  Keep  a  strict 
eye  on  this  and  eliminate  continually  until  a 
reliable  force  is  obtained.  Never  discharge  a 
person  until  after  careful  consideration,  it  is 
decided  that  such  discharge  is  warranted. 

New  orders  for  repairs  and  specials  must 
receive  instant  attention,  and  the  one  who 
deals  with  them  must  be  trained  to  understand 
and  carry  out  their  delivery  to  the  routing 
department  the  same  day  they  are  received, 
even  if  additional  help  must  be  used  now  and 
then. 

You  are  at  liberty  to  inquire  of  the  manager 
or  assistant  manager  at  all  times  the  routing 


30  RULES  OF  MANAGEMENT 

order  of  routine  or  new  work.  An  order  has 
been  given  and  posted  in  the  stenographers' 
room  that  the  number  of  all  drawings  sent  out 
shall  be  written  in  the  letter  pertaining  to 
them. 


VI 


PURCHASING  AGENT 

THE  purchasing  agent  must  look  after  all 
new  building  contracts  and  the  main- 
tenance of  plant  and  buildings.  He  is  invested 
with  the  purchase  of  all  material,  small  tools, 
supplies,  etc.,  and  must  look  after  all  purchases 
until  they  are  received.  It  is  his  further  duty 
to  see  that  all  material  that  is  short  is  obtained 
as  promptly  as  possible.  When  the  requi- 
sition is  handed  in  by  the  storeroom  or  shop 
foremen,  he  must  look  up  purchases  for  the 
previous  six  months  and  then  determine 
whether  by  buying  in  quantity  a  better  price 
can  be  obtained.  This  should  be  done  for  all 
items. 

He  must  audit  all  invoices  as  soon  as  mate- 
rial is  received;  keep  check  on  all  defective  and 
spoiled  material,  and  see  that  it  is  charged  back 
monthly  to  the  proper  party  by  the  receiving 
and  stores  departments;  tabulate  all  material 

31 


32  RULES  OF  MANAGEMENT 

received  according  to  classification;  check  off 
the  storeroom  report  each  month  for  inventory 
purposes  and  see  that  the  incoming-material 
report  balances  with  the  cashier's  report. 

He  is  further  required  to  maintain  a  per- 
petual inventory  of  all  material  charged  to  the 
storeroom;  make  up  raw-material  prices  for 
use  ea'ch  month  by  the  cost,  stores  and  statisti- 
cal departments;  see  that  all  equipment  for 
machines  to  be  supplied  to  the  customer  is  in 
the  shop  in  time  to  keep  the  promised  delivery; 
keep  up-to-date  catalog  files  for  general  refer- 
ence purposes,  issue  orders  to  the  shop  for  all 
work  for  stock  machines;  send  samples  of  dril- 
ling of  all  steel  bars  received  to  the  chemist  in 
order  to  see  that  the  shipment  comes  up  to  con- 
tract specifications;  receive  the  report  of  lathe 
beds  on  hand  each  Monday  and  make  up  an 
order  from  this  on  the  basis  of  four  months' 
requirements,  as  shown  by  the  sales  of  pre- 
vious years. 

When  a  good  article  used  in  construction, 
such  as  steel,  bronze,  paint,  etc.,  is  found  do  not 
change  unless  for  exceptionally  good  reasons. 
Particularly,  do  not  allow  the  price  alone  to  be 
the  cause  of  changing.  This  also  applies  to 


PURCHASING  AGENT  33 

all  shop  supplies.  Be  courteous  in  your  treat- 
ment of  all  salesmen;  some  day  you  may  be 
one  yourself. 

Be  fair  and  just  in  all  deals.  Use  your 
knowledge  of  prices  if  you  think  it  advan- 
tageous, but  never  disclose  names.  The  man 
receiving  such  information  from  you  will 
always  make  use  of  it  to  your  disadvantage. 
Should  a  salesman  sell  you  goods  at  a  loss 
through  error  in  figures,  and  later  come  and  tell 
you  of  it,  allow  him  to  change  his  price,  after 
you  have  satisfied  yourself  as  to  what  the  right 
price  is.  By  granting  him  this  favor,  you 
make  a  good  friend. 

The  attitude  of  the  executives  in  the  shop 
toward  you  will,  in  a  large  measure,  be  a  re- 
flection of  your  attitude  toward  them.  When 
quick  action  is  required  of  you  to  get  material, 
give  it  the  very  best  attention  you  know  how; 
for  lack  of  material  to  complete  a  job  means 
a  halt  in  the  system,  consequently  a  loss  of 
time — and  time  is  the  equivalent  of  dollars. 


VII 

INCOMING    MATERIAL    AND    STORES 
DEPARTMENT 

fTlHE  man  in  charge  of  this  department  shall 
-*•  have  charge  of  all  help  used  in  connection 
therewith.  He  shall  be  responsible  for  the 
delivery,  in  the  department  where  delivery  is 
wanted,  of  every  item  needed,  either  for 
routing  special  or  repair  parts.  This  shall 
include  all  steels  bought  cut  to  length,  or  cut 
from  the  bar,  and  all  castings  either  in  iron, 
steel,  bronze  or  aluminum. 

He  must,  therefore,  keep  in  exceedingly  close 
touch  with  the  purchasing  and  routing  depart- 
ments. He  must  instantly  report  to  the 
assistant  manager  when  parts  are  unobtain- 
able, putting  this  information  in  writing  and 
giving  the  date  when  ordered.  A  duplicate  of 
this  should  be  made  so  that  the  assistant 
manager  may  see  at  once  where  the  fault  lies. 
He  must  get  his  order  O.K'd  by  the  party 

34 


INCOMING  MATERIAL  35 

receiving  it  in  the  purchasing  department.  He 
shall  have  general  supervision  of  the  stores 
department  and  of  incoming  and  outgoing 
stores.  This  includes  both  rough  and  finished 
material  and  parts;  also  assembled  machine 
groups  awaiting  setting  up  into  larger  groups 
and  finished  machines. 

When  accommodation  is  lacking  in  the 
stores  department  he  shall  see  the  assistant 
manager  as  to  ways  and  means,  and  consult 
him  also  as  to  rates  paid  all  help  in  his  depart- 
ment. He  must  check  up  all  standard  parts. 
If  all  the  material  is  in  the  first  operation  de- 
partment and  the  order  has  no  special  attach- 
ment, it  can  be  marked  O.K.  and  filed. 

If  the  order  has  a  special  attachment  and 
no  parts  are  in  stock,  he  must  immediately 
visit  the  drawing  room  and  see  that  drawings 
are  made  and  delivered  in  order  that  the 
promised  delivery  be  kept.  The  speed  at 
which  the  job  passes  through  the  drawing 
room  determines  the  date  of  delivery  of  the 
order. 

After  drawings  have  been  issued,  he  will  see 
that  the  patterns  are  promptly  started  upon, 
seeing  the  head  of  the  pattern  department  in 


36  RULES  OF  MANAGEMENT 

regard  to  delivery.  By  using  good  judgment 
in  getting  patterns  started  before  all  drawings 
are  out  of  the  drawing  room,  much  time  can 
be  saved.  He  should  give  preference  to  the 
parts  that  have  the  most  work  on  them  in  the 
pattern  shop  and  foundry.  The  pattern  shop 
should  always  get  out  the  most  difficult  pieces 
first,  leaving  the  small  jobs  for  later,  in  order 
to  give  the  foundry  ample  time  to  make  good 
connection. 

When  all  drawings  are  out  it  will  be  necessary 
to  follow  up  the  routing  department  to  see 
that  the  job  is  routed.  The  cost  department 
must  then  get  out  tickets  and  deliver  them  to 
the  receiving  department,  so  that  when  castings 
and  all  material  are  received,  the  tickets  can 
be  instantly  attached  and  the  parts  moved  to 
the  first  operation  department. 

As  soon  as  the  first  pattern  is  completed  it 
must  not  be  allowed  to  lie  around  the  pattern 
shop  waiting  for  the  remaining  patterns,  if 
there  are  any,  but  should  immediately  be  sent 
to  the  foundry  and  a  delivery  obtained  from 
the  man  in  charge,  who  should  be  held  re- 
sponsible for  the  delivery.  After  castings  are 
completed,  close  watch  must  be  kept  that  they 


INCOMING  MATERIAL  37 

are  loaded  on  the  first  wagon  that  delivers 
castings  to  the  shop,  otherwise  they  are  likely 
to  be  sidetracked  for  days,  as  past  experience 
proves. 

Nine-tenths  of  the  special  castings  should  be 
put  through  the  foundry  in  from  one  to  three 
days.  It  is  very  important  that  the  man  in 
charge  of  the  material  and  stores  department 
visit  the  foundry  every  day,  if  necessary,  to 
look  after  castings  that  are  in  a  hurry.  He 
should  keep  close  watch  on  the  foundry  to  see 
that  hurry  orders  are  expedited,  otherwise 
castings  which  are  plain  heavy  pieces  and 
which  are  not  wanted  for  months  will  be  given 
the  preference.  Great  care  must  be  exercised 
in  ordering  lots  through  the  foundry  to  see 
that  heads,  carriages,  aprons,  tails,  cone 
pulleys,  quadrants  and  gear  covers  are  rushed 
through  first,  because  of  the  slow  headway 
that  is  made  in  the  shop  on  these  parts.  As 
soon  as  castings  are  received  they  should 
immediately  be  cleaned  and  stored  until  all 
parts  are  received.  This  means  everything. 

The  cutting-off  department  will  be  under 
the  jurisdiction  of  the  material  and  stores 
head  so  that  he  can  take  care  of  all  cut-off  parts, 


38  RULES  OF  MANAGEMENT 

such  as  steel  bars  and  brass  tubing.  He  will 
consult  the  purchasing  department  if  an  order 
requires  any  of  the  following  parts  which  are 
not  in  stock,  and  keep  a  daily  follow-up  system 
with  the  purchasing  department:  Steel  cast- 
ings, brass  tubing,  drop  forgings,  pipe  fittings, 
lead-screw  stock,  controller  rod  stock,  pans, 
pumps,  countershaft  steel  covers,  all  bought 
screws,  nuts,  washers,  pins,  keys,  springs,  oil 
cups,  oil-hole  buttons,  wicks  for  oiling  aprons 
and  spindle  journals,  name  plates,  index 
plates,  instruction  plates,  ball  bearings,  turrets 
on  bed,  carriage  and  tool  post,  motors,  con- 
trollers, resistance  boxes  and  all  electrical 
attachments,  triple  gear  head,  internal  gears 
bought  from  parties  on  outside,  white  metal 
for  lathe  journals  and  all  steel  bars  and  brass 
tube  stock. 

Forgings  for  orders  made  in  our  shops  will 
come  under  him.  After  all  parts  are  received 
for  order,  they  should  have  a  ticket  attached, 
be  loaded  on  trucks  and  sent  to  the  first  opera- 
tion department. 


VIII 

SUPERINTENDENT  OF  MANUFACTURE 

HPHE  superintendent  of  manufacture  may  lose 
thousands  of  dollars  to  the  company  if  men 
or  boys  in  any  department  are  allowed  to  lose 
time  because  they  have  not  been  instructed 
properly  in  each  item  of  work  they  are  to 
perform.  Such  instruction  is  required  as  it 
breeds  confidence  in  employees. 

In  order  that  this  confidence  may  be  present 
in  everyone,  the  foreman  of  the  department 
must  be  thoroughly  posted,  that  he  may  in- 
struct each  operative  under  him.  He  must 
also  see  that  the  proper  tools,  drawings  and 
templates  are  given  with  the  job,  and  then 
inspect  the  beginning  of  the  job  to  know  that 
it  is  being  done  properly.  The  foreman  must 
also  see  that  men  start  work  with  the  starting 
whistle  and  continue  until  the  stopping  whistle. 

Ten  years  ago,  when  our  equipment  of 
machine  tools,  jigs  and  templates  was  not 

39 


40  RULES  OF  MANAGEMENT 

nearly  so  good  as  now,  our  earnings  per  the 
amount  of  capital  invested  were  greater.  I 
believe  this  was  due  to  the  fact  that  we  made 
a  more  steady  use  of  every  man  and  machine, 
besides  directing  each  man's  efforts  to  better 
advantage.  Every  inspector  should  be  seen 
every  day,  and  every  minute  of  his  time 
should  be  devoted  to  some  piece  of  work;  his 
time  might  profitably  be  divided  into  details. 

The  superintendent  of  manufacture  should 
make  a  complete  round  of  the  entire  works 
every  morning  because  the  work  in  every 
department  is  changing  almost  with  every 
hour  and  no  trip  can  be  made  that  will  not 
disclose  some  item  upon  which  economy  may 
be  practised.  The  absence  of  such  a  daily 
trip  keeps  these  items  from  his  sight.  He 
should  make  notes  on  the  trip  in  the  morning 
and  see  that  the  work  covered  by  the  notes  is 
properly  on  the  way  in  the  afternoon.  He 
must  not  miss  this  trip  one  single  day  in  the 
year. 

In  making  the  trip  the  superintendent  of 
manufacture  should  begin  at  his  office  in  shop  1, 
and  notice  whether  each  and  every  job  in  this 
department  is  being  done  as  well  and  as  econom- 


SUPERINTENDENT  OF  MANUFACTURE      41 

ically  as  possible.  The  polishing  department, 
the  cutting-off  department  and  the  black- 
smith shop  should  then  be  visited  and  every 
operation  observed,  noting  especially  whether 
the  men  are  keeping  their  machines  well  oiled, 
their  cutting  tools  in  first-class  shape  and 
whether  the  blacksmith  work  and  the  heat 
treatment  are  being  done  as  they  should  be, 
and  whether  more  men  are  being  used  than  the 
work  requires. 

He  should  glance  through  the  stockroom 
noting  conditions  there,  then  visit  the  lower 
floor  of  shop  No.  2,  taking  the  same  note  of 
every  job  on  tailstocks  and  headstocks,  vise 
work,  and  then  look  carefully  through  the  dril- 
ling department,  noting  the  tools,  the  work  and 
the  men,  to  see  what  they  are  making  of  their 
time.  The  same  attention  should  be  given  to 
the  planers,  the  tool  storage,  grinders,  rough- 
ing lathes,  spindle  boring,  turret  work,  engine 
lathes,  head  boring,  etc. 

Shop  No.  2  should  be  visited  upstairs  first, 
taking  a  look  around  the  pattern  shop,  the 
babbitt  bearing  department,  the  lathe  work 
in  the  countershaft  department,  and  through 
the  vise  work  in  this  department.  Attention 


42  RULES  OF  MANAGEMENT 

should  then  be  turned  to  the  toolroom.  In 
shop  1  the  drill  presses  and  the  lead-screw 
lathes  should  be  observed  to  see  if  any  im- 
provement can  be  made  there.  The  trip 
should  then  continue  through  the  grinding 
and  special  departments,  watching  for  the 
same  improvements. 

In  the  milling  and  gear-cutting  departments 
the  actual  work  on  each  machine  should  be 
inspected,  together  with  the  machine  and  its 
surroundings.  It  should  also  be  noted  whether 
the  operator  thoroughly  knows  the  job  upon 
which  he  is  engaged.  The  tool  storage  for  this 
department  must  also  be  inspected,  and  any- 
thing that  needs  correction,  corrected.  The 
vise  benches  clear  to  the  painting  should  next 
be  inspected,  giving  each  bench  as  much  atten- 
tion as  it  may  need. 

He  should  examine  carefully  the  general 
handling  of  the  stores  department  as  to  econo- 
mies. When  going  over  the  assembling  and 
routine  work  exceptional  attention  should  be 
given  to  the  special  vise  and  some  attention  to 
the  turret,  motor-drive  and  repair  departments. 

The  superintendent  must  not  fail  to  make 
note  of  the  things  to  be  done,  so  that  the  after- 


SUPERINTENDENT  OF  MANUFACTURE      43 

noon  may  actually  do  what  the  forenoon  indi- 
cates is  needed.  Each  day  a  trip  should  be 
made  over  all  the  planers  to  see  that  good  and 
economical  work  is  produced  and  that  the  men 
and  machines  are  right. 

He  should  everywhere  note  any  time  wasted 
through  wrong  impressions  of  nicety  or  accu- 
racy imparted  to  the  men  by  the  foremen.  In 
so  far  as  lathes  are  concerned,  where  the  work 
must  be  ground  after  leaving  the  lathe,  it  is  not 
necessary  to  work  exceedingly  close  to  size,  the 
limit  for  grinding  generally  being  understood 
to  mean  a  maximum  of  0.025  in.  and  a  mini- 
mum of  .010  in.  Micrometers  or  other  fine 
gages  must  not  be  used  where  not  needed. 

Handling  men  and  work  is  one  of  the  most 
important  duties  of  the  superintendent  of  manu- 
facture. If  any  routine  work  is  without  time 
limits,  they  should  be  established.  No  change 
in  premium  allowance  should  be  made  unless 
the  method  of  doing  the  work,  or  the  work,  de- 
parts from  the  vogue  when  the  premium  al- 
lowance was  first  set. 

Any  department  where  a  low  grade  of  labor 
is  used  is  likely  to  fall  into  bad  practices.  At- 
tention in  this  particular  is  called  to  the  cut- 


44  RULES  OF  MANAGEMENT 

ting-off  department,  which  is  likely  to  fall  into 
great  expense  on  machines  and  cutting  tools 
through  the  neglect  of  the  superintendent  of 
manufacture  to  give  daily  attention  to  the 
grinding  and  setting  of  tools,  the  speeds,  feeds 
and  temper  of  tools;  to  whether  the  machines 
are  well  oiled,  running  smoothly  and  the  place 
orderly;  whether  the  men  having  the  grinding 
tools  are  thoroughly  posted  on  how  to  grind  to 
the  best  advantage,  and  whether  one  man  may 
not  do  all  centering  and  hacksaw  work  on  flat 
and  square  stock,  while  two  others  fill  orders  for 
all  round  work  in  their  line. 

Spoiled  work  should  be  exhibited  once  a 
week  for  each  department  although  not  neces- 
sarily taken  to  that  department  for  the  pur- 
pose. This  work  should  be  taken  up  item  by 
item  with  each  foreman  so  as  to  lessen  the  num- 
ber of  pieces  coming  under  this  head  with 
each  exhibit.  Constant  watch  should  be  kept 
on  the  patterns,  and  too  much  metal  should 
not  be  removed. 

The  work  of  the  superintendent  of  manu- 
facture is  the  most  important  of  all  the  work 
in  the  factory  and  requires  constant  and  care- 
ful attention  because  of  his  control  of  every 


SUPERINTENDENT  OF  MANUFACTURE      45 

productive  man  in  the  house.  He  should 
know  that  each  individual  is  producing  work 
of  the  very  best  quality  in  the  minimum  time 
in  which  such  work  should  be  done.  In  order 
to  facilitate  the  movement  of  the  work,  he 
must  assist  in  ways  and  means  of  stopping  any 
unimportant  job  in  order  to  get  through  a 
rush  job  unless  he  should  see  fit  to  make  it 
in  the  special  department. 

The  screw-machine  department  foreman 
should  know  thoroughly  how  to  set  up  and 
start  any  automatic  lathe,  just  as  well  as  he 
knows  how  to  do  a  piece  of  work  in  any 
machine  that  is  not  automatic.  He  should 
also  know  when  all  machines  are  running  to 
their  full  efficiency. 

The  very  nature  of  the  work  of  the  superin- 
tendent of  manufacture  will  make  it  necessary 
that  he  be  thoroughly  familiar  with  every 
item  in  the  toolroom.  He  has  full  power  to 
handle  both  the  foreman  and  the  men,  and  as 
this  entire  department  is  one  of  expense,  care- 
ful attention  should  be  given  to  see  that  every 
man  is  economically  producing  work  of  the 
right  character. 

Painting  should  receive  careful  attention, 


46  RULES  OF  MANAGEMENT 

both  as  to  economy  and  quality.  Changes  of 
paints  or  methods  should  not  be  permitted. 
In  making  notes  of  things  to  be  done  the 
superintendent  of  manufacture  will  encounter 
a  number  that  make  it  necessary  to  consult  the 
office;  others  will  require  a  conference  with  the 
drawing  room,  and  still  others,  the  pattern 
shops  and  toolroom.  Such  items  should  be 
grouped  so  that  when  a  visit  to  the  office  is 
made  all  the  items  may  be  covered.  As  chief 
of  the  fire  department  the  instructions  of  the 
superintendent  of  manufacture  include  not 
less  than  one  fire  drill  each  month.  He  should 
take  notes  through  the  week  so  that  at  weekly 
meetings  such  things  as  need  discussion  may 
be  brought  up. 


IX 


ROUTING  DEPARTMENT 

fTlHE  greatest  drawback  to  rapid  movement 
*•  of  work  through  any  shop  is  the  absence 
of  an  Al  man  to  think  over  the  job  and  the  best 
way  to  do  it.  This  should  be  done  by  the  fore- 
man of  the  department  in  which  the  job  is 
placed.  In  the  absence  of  a  foreman  with 
these  qualifications,  the  production  superin- 
tendent should  think  for  him. 

The  mam  object  of  a  routing  department 
(which  in  some  shops  is  called  a  planning  de- 
partment) is  to  think  for  the  foreman  and  pro- 
duction superintendent.  In  starting  any  job 
through  the  shop  this  department  establishes 
the  time  it  should  take.  If  only  a  few  pieces 
are  to  be  made,  say  six  or  less,  it  allows  as 
many  minutes  to  set  up  or  prepare  to  do 
the  work  as  in  its  judgment  will  be  consumed. 
When  larger  numbers  of  pieces  are  to  go 
through,  this  time  allowance  may  be  neglected. 

47 


48  RULES  OF  MANAGEMENT 

Example:  If  only  one  piece  is  wanted  and 
chucks,  follower  rests,  taper  attachment,  rear 
tool  rests,  diameter  or  length  stops,  or  special 
chasing  tools,  bent  chasing,  turning  or  planing 
tools  are  necessary,  such  as  special  dogs, 
clamps,  etc.,  the  time  allowance  must  be  made, 
say  from  10  to  30  minutes.  If  30  pieces 
are  to  be  made,  only  one  minute  each  need  be 
allowed,  and  this  time  may  be  decreased  as  the 
number  of  pieces  increases. 

The  production  superintendent  should  be 
consulted  on  items  where  the  department  is 
uncertain.  The  department  must  be  well  in- 
formed as  to  time  in  cutting  off,  also  whether 
casting  cleaning  is  done  on  tonnage  or  time 
allowance  per  piece. 

All  standard  work  is  so  well  known  in  the 
cost  department  that  shop  orders  are  made  out 
for  it  without  its  touching  the  routing  depart- 
ment except  when  changes  have  been  made; 
therefore,  only  specials  and  new  work  on  which 
time  allowances  have  never  been  made  come 
to  this  department,  in  order  that  this  class  of 
work  may  go  to  the  cost  department  for  shop 
orders  to  be  issued. 

The  production  superintendent  should  keep 


ROUTING  DEPARTMENT  49 

close  track  every  day  on  work  that  is  chang- 
ing from  special  to  routine,  and  change  the  al- 
lowance either  on  that  ground  or  on  the  altered 
methods  of  doing  the  work  and  because  of  the 
larger  quantities  in  which  it  is  done.  He  should 
also  take  away  the  setting-up  allowance  as  soon 
as  the  number  of  pieces  for  which  it  is  made 
are  exceeded.  Lack  of  care  in  this  depart- 
ment on  the  part  of  its  manager  may  cost  the 
company  and  men  thousands  of  dollars.  This 
involves  all  foremen,  the  production  superin- 
tendent, the  manager  and  his  assistant. 


X 

CHIEF  CLERK 

TT  is  the  duty  of  the  chief  clerk  to  keep  a 
•••  machine  record  ledger  showing  a  record  of 
every  machine  from  the  time  built  to  disposal 
and  shipping.  To  keep  a  card  record  of  all 
equipment  of  the  plant,  both  machines  and 
fixtures;  these  cards  to  give  all  data  as  to 
purchasing,  cost  and  inventory  value.  To 
keep  a  card  record  of  all  repairs  to  equipment, 
both  purchases  and  work  done  by  ourselves. 
To  keep  a  card  record  of  the  jig  equipment, 
and  in  connection  with  this  the  inspection  of 
all  finished  jigs  at  the  time  of  completion, 
together  with  the  cost. 

He  is  further  required  to  keep  a  record  of 
the  inspection  of  all  fire  equipment,  valves, 
etc.,  making  a  weekly  report.  To  keep  a 
ledger  for  goods  in  process,  showing  the  lots 
in  process  in  the  shop,  the  cost  thereof  and  on 
what  orders  used.  He  must  compile  a  monthly 

50 


CHIEF  CLERK  51 

statement  showing  the  cost  of  all  sales,  repairs 
and  gratis  items,  and  render  a  report  to  the 
cashier,  relieving  and  debiting  the  different 
accounts. 

Keeping  an  individual  record  showing  the 
cost  of  each  machine  and  attachment,  also  on 
what  order  sold,  is  another  of  his  duties.  He 
is  required  to  compile  a  monthly  statement  of 
specials  sold  at  a  loss.  Re-check  all  prices  on 
orders  after  they  have  been  entered  in  the 
order  book.  Re-check  the  distribution  on  all 
incoming  bills  as  to  the  proper  account  to 
charge.  He  must  dispose  of  any  parts  re- 
turned, compiling  the  cost  thereof,  relieving 
and  debiting  the  proper  accounts. 

He  is  invested  with  all  work  connected  with 
inventory  taking,  figuring,  balancing  the 
cashier's  books  and  the  final  tabulating,  also 
all  preparatory  work  during  the  year,  compiling 
reports  and  statements  on  such  special  data 
as  may  be  requested  by  the  president  or  vice- 
president.  Tabulating  and  compiling  prices 
for  new  price  lists  when  needed,  and  compiling 
the  cost  of  all  attachments  over  the  standard 
equipment  of  the  lathe  and  comparing  them 
with  the  selling  price,  are  among  his  duties. 


52  RULES  OF  MANAGEMENT 

He  should  pay  off  all  foremen  and  shop  men, 
paying  the  foremen  separately.  He  also  has 
the  custody  of  all  agents'  contracts. 

In  making  prices  on  special  work  or  special 
attachments  our  experience  once  showed  that 
the  prices  estimated  were  too  low  and  that  in 
very  many  cases  we  sustained  a  loss  because 
the  work  did  not  go  through  in  the  estimated 
time.  The  plan  adopted  recently  is  to  refer  to 
our  costs  of  similar  articles  and  upon  which  we 
lost  money  before,  when  making  the  price  on 
the  new  work.  We  have  adopted  the  method 
of  keeping  records  of  specials  by  photographing 
them  and  writing  on  the  reverse  of  the  photo- 
graph the  cost,  the  selling  price,  to  whom  sold, 
and  any  remarks  necessary.  This  record 
aids  greatly  in  quoting  prices  on  special 
appliances  without  much  danger  of  loss.  We 
also  keep  an  additional  copy  of  this  record 
for  the  use  of  the  chief  clerk  for  inventory 
purposes. 

It  is  the  duty  of  the  forman  in  the  assembly 
department  to  note  on  his  shop  order  ticket 
any  change  whatever  that  is  a  departure  from 
the  standard.  This  is  then  made  use  of  in  the 
cost  and  drawing  departments. 


T 


XI 

COST  AND  TIME-KEEPING  DEPARTMENT 

HE  duties  of  this  department  are  to  engage 
all  factory  hands  and  keep  their  records. 
After  hiring,  the  applicant  is  given  a  time 
register  number  and  all  necessary  information 
relative  to  starting  work.  An  employee's 
record  card  is  made  out  and  placed  on  file  for 
rate.  When  a  vacancy  occurs  the  man  re- 
sponsible for  hiring  is  notified  of  the  rate  of 
the  previous  employee  and  his  average  pre- 
mium earnings  per  week.  At  the  end  of  two 
weeks  this  employee's  premium  earnings  are 
figured  and  a  statement  of  his  premium  with 
that  of  the  man  holding  the  position  previously 
is  given  to  the  man  responsible  for  hiring. 

The  production  department  receives  infor- 
mation from  the  assistant  manager  in  the 
form  of  a  requisition  issued  by  the  storekeeper, 
for  parts  required  to  complete  lots  as  per  the 
delivery  sheet.  Shop  orders  are  made  out  in 
triplicate  form.  The  original  is  retained  as  a 

53 


54  RULES  OF  MANAGEMENT 

cost-department  record;  the  first  copy  is  sent 
to  the  drawing  room,  and  the  second  copy 
goes  to  the  superintendent's  office.  The  draw- 
ing room  provides  the  bill  of  material  or 
parts  list,  from  which  are  issued  the  traveler 
or  shop  tag,  the  premium  and  time  ticket  and 
tracer  ticket.  The  traveler  is  sent  to  the 
material  clerk  for  raw  material,  the  premium 
ticket  goes  to  the  department  foreman,  and 
the  tracer  coupon  to  the  tracing  table. 

All  lots  are  figured  from  reports  of  finished 
products  given  to  this  department  by  a  chief 
clerk  (main  office)  currently.  Material  is 
figured  from  weight  tags  handed  in  by  the 
material  clerk.  Labor  cost  is  taken  from 
monthly  entries  in  the  goods-in-process  ledger 
showing  wage  and  burden  cost.  All  lots  of 
components  and  parts  are  figured  upon  receipt 
of  the  order  copy  from  the  tracing  department, 
showing  the  lot  as  being  completed  and  re- 
ceived by  the  storekeeper. 

The  accounting  department  in  the  main 
office  is  supplied  with  a  summary  of  the  pay- 
roll for  each  month.  This  shows  the  divi- 
sion of  the  payroll  and  from  it  the  burden  total 
is  calculated.  The  production  rate  and  bur- 


TIME-KEEPING  DEPARTMENT  55 

den  are  figured  by  the  accounting  depart- 
ment. 

The  time  is  automatically  compiled  by  13 
" International"  time  recorders  distributed  in 
various  places  throughout  the  shop.  The 
workman  secures  his  time  ticket  from  the 
foreman  or  clerk  in  charge  and  rings  in  both 
time  and  traveler  ticket  when  starting  an 
operation,  and,  upon  completion  of  the  opera- 
tion rings  out  these  tickets  and  immediately 
rings  in  tickets  for  his  next  job.  These  time 
tickets  are  gathered  by  a  boy  every  morning 
and  delivered  to  the  punch  clerk,  who  tran- 
scribes the  data  onto  punched  cards.  At  the 
end  of  each  week  these  cards  are  balanced  with 
the  shop  payroll.  The  balance  must  be  ab- 
solutely correct  to  within  a  cent. 

The  punch  clerk  also  transcribes  the  pre- 
mium onto  the  punched  cards;  these  cards  are 
also  balanced  with  the  shop  payroll  to  within 
a  cent.  The  cards  are  then  assorted  into 
productive  and  nonproductive  groups;  the 
productive  being  filed  for  use  in  making  up  a 
monthly  recapitulation  to  be  entered  in  the 
goods-in-process  ledger,  after  which  they  are 
filed  according  to  their  respective  shop-order 


56  RULES  OF  MANAGEMENT 

numbers.  The  nonproductive  are  filed  for 
use  in  making  up  the  summary  of  the  payroll  at 
the  end  of  each  month,  and  then  filed  accord- 
ing to  their  respective  department  numbers. 

The  workman's  premium  is  figured  and  paid 
each  week,  the  premium  tickets  being  handed 
over  to  the  premium  clerk  by  the  punch  clerk 
after  all  data  have  been  transcribed  onto 
punched  cards  and  balanced  with  the  payroll. 
The  foreman's  premium  statements  are  made 
up  each  week,  but  are  not  paid  until  the  last 
Saturday  of  the  month  or  the  first  Saturday  of 
the  following  month.  A  list  of  late-comers  is 
handed  to  the  superintendent's  office  each 
morning.  This  list  is  made  up  from  the  time 
clock  in  the  time-keeping  department. 

Shop  orders  for  all  jigs  and  tools  made  in  the 
shop  are  issued  by  this  office  in  duplicate;  the 
original  is  sent  to  the  toolroom,  and  the  dupli- 
cate retained  in  this  office.  When  a  jig  is 
finished,  the  original  comes  back  to  the  office 
and  the  cost  is  figured  upon  the  duplicate, 
which  is  then  handed  to  the  chief  clerk  (main 
office)  for  inventory  purposes.  The  superin- 
tendent is  also  supplied  with  a  book  record  of 
all  jigs  and  tools  made  in  the  shop. 


TIME-KEEPING  DEPARTMENT  57 

All  routing  is  supervised  by  the  routing  clerk 
in  the  superintendent's  office.  This  applies 
principally  to  alterations  of  previous  routing 
and  also  the  routing  of  any  new  parts.  An 
accurate  record  of  through  routing  is  kept  in 
the  cost  department;  also  a  record  of  the 
premium  limits.  A  record  of  all  work  spoiled 
in  the  shop  is  kept  by  this  office.  A  record 
of  all  accidents  is  kept  and  the  necessary 
reports  issued  to  the  insurance  company. 

The  entire  shop  payroll  is  made  up  by  this 
office  and  handed  over  to  the  cashier  on  Satur- 
day morning,  complete,  ready  to  have  the 
money  placed  in  the  envelopes.  A  Metal- 
Trades  quarterly  report  is  made  out  every 
three  months.  A  record  is  kept  of  each  em- 
ployee's check  number,  name,  hourly  rate, 
wage  and  premium  earned  per  month,  in  such 
shape  that  comparisons  can  be  made  by  the 
assistant  manager  at  any  time,  showing  the 
employee's  increase  in  rate,  increase  in  hourly 
attendance  per  month  and  his  premium-earn- 
ing capacity.  This  form  is  compiled  so  that  a 
six  months'  tabulation  of  each  man  appears  on 
the  one  sheet. 


XII 


OPERATION  OF  PREMIUM  PLAN 

plan  divides  the  saving  equally,  namely, 
for  every  two  hours  saved  the  workman  re- 
ceives one  hour  extra  pay  at  his  hourly  rate  of 
wages.  The  company  on  its  side  furnishes 
him  with  ample  facilities  in  power,  tool  steel, 
belts,  special  appliances,  helpers  and  a  suffi- 
cient number  of  pieces  to  make  the  earning  of 
50  per  cent,  over  his  daily  wage  an  easy  matter. 
The  method  of  establishing  the  time  allow- 
ance is  as  follows:  An  expert  machinist  first 
does  the  work,  recommending  to  the  tool  de- 
partment the  special  appliances  needed  for! 
the  job  and  the  best  tools  and  methods. 
When  these  are  made  and  ready,  the  work- 
man is  shown  how  to  do  the  work  and  the 
time  required.  Fifty  per  cent,  is  added  to 
this  time  allowance  and  the  work  started, 
with  the  understanding  that  if  he  fails  to  do 
the  work  in  the  time  allowed  on  the  second 

58 


OPERATION  OF  PREMIUM  PLAN  59 

piece  he  must  report  to  the  foreman,  who 
points  out  why  he  failed.  In  about  eight  cases 
out  of  ten  when  this  is  done  the  operator 
succeeds. 

When  work  is  started  on  this  plan  the  time 
allowance  is  never  changed.  Many  men  have 
continued  without  any  change  in  ten  years, 
and  these  old  employees  have  averaged  50  per 
cent,  over  their  daily  wage  during  th^t  time. 
An  allowance  of  30  minutes  for  setting-up 
time  is  made  on  all  jobs  where  the  number  of 
pieces  is  six  or  less.  When  a  larger  number  is 
wanted,  no  allowance  is  made  because  in  ten 
pieces  only  three  minutes  are  used  on  each 
piece,  while  in  100  pieces  the  30  minutes  are  ab- 
sorbed by  requiring  only  1/3  minute  per  piece. 
Automatic  machines  are  seldom  set  up  for  as 
small  a  number  as  six,  the  work  being  done  in 
the  ordinary  way. 

A  decided  effort  is  made  in  all  departments 
on  routine  work  to  prevent  premium  workers 
from  losing  time  and  going  on  day  work.  This 
is  accomplished  by  means  of  a  clerk  in  each  de- 
partment, where  the  department  is  big  enough 
to  employ  one,  whose  duty  it  is  to  deliver 
new  work  before  the  last  job  is  finished,  assist 


60  RULES  OF  MANAGEMENT 

the  man  with  his  premium  tickets,  get  appli- 
ances, reamers,  drawings,  etc.,  ready  for  him 
and  take  finished  work  to  the  inspection 
department. 

The  foreman  is  always  ready  with  a  helping 
hand.  Courteous  treatment  of  the  men  by 
foremen  is  always  insisted  upon.  All  machine 
tools  are  gone  over  once  a  month  to  see  that  they 
are  accurate  and  capable  of  doing  work  with 
the  greatest  nicety.  The  foreman  supplies  an 
ample  amount  of  well  dressed  cutting  tools  and 
good  facilities  for  grinding  them.  Men  are 
paid  every  Saturday  for  all  work  finished 
Thursday  night. 


XIII 

SUPERINTENDENT  OF  ASSEMBLY 

THIS  department  should  be  supervised  by  a 
man  who  is  an  all-round  machinist,  one 
who  thoroughly  understands  good  planing, 
lathe  work,  grinding,  milling,  gear-cutting  and 
especially  good  vise  work.  He  should  have  ex- 
ecutive ability  to  a  marked  degree.  In  order 
that  his  department  may  give  the  best  results, 
he  must  have  every  item  necessary  to  complete 
the  assembly  of  the  entire  machine  ready  to 
assemble  before  he  gives  any  of  it  to  the  group 
assemblers. 

He  must  have  sufficient  force  to  insist  upon 
and  compel  this.  This  means  that  he  must 
see  the  work  and  insist  that  unless  all  items 
needed  are  delivered,  he  cannot  carry  out  his 
instructions.  If  the  man  in  charge  of  moving 
the  work  fails  to  get  these  items  to  him,  then  to 
be  forceful  he  must  keep  a  book  record  of  every 

61 


62  RULES  OF  MANAGEMENT 

case  (giving  articles  and  dates)  where  his 
department  has  fallen  down. 

He  must  be  broad  enough  to  help  the  man 
in  charge  of  delivering  the  work  to  the  first 
operation  department  by  making  suggestions 
to  him  as  to  the  cause  of  delay  and  the  remedy 
as  he  sees  it.  He  should  have  sufficient 
ability  to  set  not  only  every  sub-foreman 
right  but  also  to  show  such  sub-foreman 
where  every  man  under  him  is  lame,  either 
in  quality  or  quantity,  and  correct  both  the 
man  and  the  work.  He  should  also  be  able 
to  keep  full  control  of  both  sub-foremen  and 
their  help. 

He  should  give  notice  every  morning  to  the 
stores  department  as  to  his  needs  for  the  day, 
and  then  if  anything  is  reported  not  on  hand, 
at  once  notify  the  man  in  charge  that  these 
missing  parts  will  interfere  with  his  promises. 
He  should  then  enter  the  item  and  the  date 
in  his  book,  in  order  to  show  the  man  in  charge 
of  moving  the  work  that  he  is  on  his  job. 
He  should  thoroughly  know,  and  instruct  the 
cranemen  and  truckmen  in  their  duties  in  his 
department. 

He  should  know  every  time  allowance  for 


SUPERINTENDENT  OF  ASSEMBLY  63 

every  man  and  every  job.  Not  one  piece  of 
assembly  should  be  made  in  his  entire  depart- 
ment that  he  is  not  thoroughly  posted  on, 
both  as  to  quality  and  time.  He  should  keep 
strict  watch  of  machines  while  being  run  off 
to  see  whether  the  customer,  either  agent  or 
user,  can  find  any  fault  with  the  paint  or 
finish,  but  particularly  as  to  smoothness  of 
operation  and  accuracy. 

He  should  keep  strict  watch  on  the  general 
assembling  to  see  that  no  work  is  slighted, 
that  nothing  defective  is  passed  and  that  no 
time  is  wasted  through  bad  work  from  other 
departments.  On  receiving  weekly  production 
reports  from  the  man  in  charge  of  moving  the 
work,  he  should  check  them  over  carefully 
and  investigate  whether  the  machines  specified 
will  be  finished.  If  not,  notice  must  be  given 
at  once,  so  that  the  customer  can  be  advised 
of  the  delay,  thereby  obviating  unnecessary 
correspondence. 

He  should  consult  the  assistant  manager 
regarding  the  building  of  split  lots,  and  also 
with  the  superintendent  of  manufacture  on 
methods  of  doing  work,  tools  and  fixtures.  All 
overtime  work  in  his  department  should  be 


64  RULES  OF  MANAGEMENT 

eliminated  if  possible;  at  least  kept  down  to  as 
low  a  point  as  possible. 

He  must  look  daily  over  the  absent  report 
and  send  a  boy  for  men  when  urgently  needed; 
also  look  up  late-comers,  and  if  they  cannot  be 
corrected,  replace  them.  Get  out  and  give  to 
the  assistant  manager  a  monthly  production 
report  specifying  the  finishing  date  and  then 
see  that  it  is  rigidly  carried  out.  All  overtime 
work  must  be  avoided  if  possible  and  especial 
care  and  attention  given  to  hiring  men.  Let 
the  first  questions  be :  For  whom  did  you  work 
last?  How  long?  (If  time  has  been  short  at 
last  place,  then  the  questioning  should  be) 
Whom  did  you  work  for  before,  and  how 
long?  If  the  man  is  being  hired  for  lathe 
work  ask  him  how  many  years'  experience  he 
had,  and  with  whom. 

All  the  time  these  questions  are  being  asked 
and  answered,  look  carefully  at  the  man's 
face  and  if  he  does  not  impress  you  as  straight- 
forward and  truthful,  do  not  engage  him. 

It  is  highly  important  that  the  superinten- 
dent of  assembly  shall  keep  in  harmony  with 
the  superintendent  of  manufacture,  and  if  at 
any  time  a  change  is  planned  that  may  upset 


SUPERINTENDENT  OF  ASSEMBLY          65 

the  latter's  first  planning,  it  must  not  be  made 
without  first  consulting  him.  If  routine  opera- 
tions must  be  disturbed  by  reason  of  an  excep- 
tionally large  sale  of  any  one  size,  this  depart- 
ment, the  manufacturing  department,  and  the 
assistant  manager,  must  decide  promptly  what 
is  best  for  the  company  and  regulate  work  in 
accordance  with  their  decision. 

Whenever  a  piece  is  changed  or  canceled,  the 
drawing  department  must  notify  the  cost 
department  in  written  form,  to  be  filed  with 
the  corresponding  parts  list;  and  the  cost  de- 
partment in  turn  must  notify  the  tracing 
department  to  recall  both  the  ticket  and 
premium  tickets.  The  pieces  with  the  ticket 
attached  are  to  be  delivered  to  the  storeroom, 
and  the  premium  tickets  to  the  cost  depart- 
ment. Foremen  must  examine  the  work  com- 
ing into  their  departments  and  see  that  it 
corresponds  to  the  material  called  for  on  the 
attached  shop-order  ticket. 

A  premium  ticket  should,  wherever  possible, 
remain  with  the  work  until  the  inspector  has 
O.K'd  the  quality  of  the  work.  These  tickets 
are  to  be  signed  by  the  inspector  and  turned 
in  to  the  cost  department.  No  changes  are 


66  RULES  OF  MANAGEMENT 

to  be  made  on  any  premium  ticket  without 
consulting  the  cost  department.  No  premium 
will  be  paid  on  any  ticket  where  this  rule  has 
been  violated.  Eliminate  wherever  possible 
the  use  of  continuation  and  helper's  tickets. 


XIV 

HANDLING  COMPLAINTS 

\\  7HEN  a  claim  is  made  that  a  lathe  does 
*  not  bore  straight,  a  good  level  should 
be  used  and  exceeding  care  taken  in  leveling  the 
lathe  crosswise  near  the  hsad,  then  about  the 
middle,  then  at  the  other  end.  A  variation 
of  1/32  in.  in  the  location  of  the  bubble  will 
make  all  the  difference  in  the  world  because  it 
indicates  that  the  weight  of  the  lathe  is  not 
properly  distributed  on  the  feet.  Out  of  5,000 
cases  there  has  never  been  one  where  this  did 
not  correct  the  difficulty. 

When  a  claim  is  made  that  a  lathe  does  not 
turn  straight,  use  the  same  leveling  operation 
and  then  carefully  test  to  see  that  the  centers 
match  up  with  each  other.  It  should  always 
be  borne  in  mind  that  if  a  long  piece  is  being 
turned  between  centers  without  a  steady  or 
follower  rest  support,  the  work  will  spring 
away  from  the  tool  to  some  extent.  With 

67 


68  RULES  OF  MANAGEMENT 

this  exception  there  will  be  no  question  about 
the  lathe  not  turning  straight. 

When  the  lathe  chatters,  in  nine  cases  out 
of  ten  careful  crosswise  leveling  will  correct 
the  trouble.  It  is  just  possible  that  through 
some  special  strain  on  a  lathe,  caused  by 
bolting  heavy  work  to  it,  that  the  wings  of 
the  carriage  may  spring  slightly.  After  the 
lathe  is  level,  release  the  carriage  from  the 
apron  and  gibs,  take  off  the  tool  rest,  turn  the 
carriage  over  and  paint  very  lightly  with  red 
lead,  then  rub  on  the  ways  and  turn  over 
again. 

Before  making  this  trial  be  sure  that  the 
lathe  spindle  fits  the  bearings  properly  and  that 
there  is  no  looseness  of  the  bearings  where  it 
fits  the  headstock.  Chatter  will  also  occur  if 
the  work  extends  too  far  from  the  chuck,  or  if 
there  is  too  great  a  distance  between  centers 
without  support.  An  ill-fitting,  home-made 
chuck  plate  will  sometimes  cause  chatter. 
Ill-fitting  centers  are  also  a  cause  of  this 
trouble. 

In  chuck  work,  care  should  be  taken  to 
see  that  there  is  no  end  play  of  the  spindle. 
If  the  above  does  not  correct  the  trouble 


HANDLING  COMPLAINTS  69 

carefully  note  the  fit  of  the  cross-slide  on  the 
carriage,  and  if  defective,  correct.  Having 
the  cutting  edge  of  the  tool  below  center  will 
cause  chatter,  either  in  the  chuck  or  between 
centers.  The  spindle  may  need  adjusting  by 
drawing  down  the  cap,  also  taking  up  end  play, 
especially  in  chuck  work.  Bolts  which  hold 
the  chuck  to  the  chuck  plate  must  be  tight; 
this  is  very  important. 

See  that  the  screws  that  hold  the  headstock 
to  the  bed  are  drawn  down  tight,  and  that  the 
gibs  on  the  compound  rest  and  cross-slide  are 
properly  adjusted,  always  leaving  free  move- 
ment, especially  when  using  the  taper  attach- 
ment. See  that  the  lathe  is  level  and  resting 
firmly  on  all  feet.  Always  use  straight  pack- 
ing, not  iron  taper  wedges,  packing  underneath 
legs  for  leveling;  use  cardboard  if  possible. 
See  that  the  centers  are  a  perfect  fit.  By  hold- 
ing the  finger  on  the  V's  of  the  bed  close  up  to 
the  ends  of  the  wings  on  the  carriage  you  can 
readily  detect  if  the  carriage  does  not  lie  solid 
on  the  shears.  To  detect  any  vibration  this 
must  be  tried  when  the  lathe  is  running  with  a 
cut  on.  Pounding  with  the  hand  on  the  ex- 
treme ends  of  the  carriage  wings  will  also  dis- 


70  RULES  OF  MANAGEMENT 

close  any  defect  such  as  the  carriage  being 
sprung. 

When  using  tool  holders,  especially  when 
using  cutting  or  parting  tools,  see  that  vibra- 
tion does  not  occur  from  the  clamping  screws 
which  hold  these  small  tools.  The  lathe  may 
be  out  of  balance  caused  by  adding  chucking 
fixtures  to  the  face  plate;  or  work  may  be  of 
an  irregular  shape  or  weight,  which  will  cause 
the  lathe  to  chatter.  A  lathe  speeded  up  too 
high  on  some  classes  of  work  will  cause  chatter. 

If  the  gears  are  noisy  there  is  some  fault  in 
the  adjustment  of  the  eccentric  shaft  upon 
which  the  back  gear  is  mounted.  If  this  is 
corrected  the  gears  will  run  quietly.  Gears 
should  not  mesh  so  deeply  that  they  touch  the 
bottom  of  the  teeth.  In  patent  head  lathes 
there  is  a  possibility  of  twisting  one  eccentric 
out  of  line  with  the  other  if  the  bearing  should 
be  allowed  to  run  dry.  In  that  case  see  that 
there  is  no  twist  in  the  connecting  shaft  between 
the  two  eccentrics. 

The  claim  occasionally  made  that  a  lathe 
does  not  face  straight,  never  applies  to  a  Lodge 
&  Shipley  lathe  unless  it  has  been  in  use  longer 
than  five  years,  and  in  that  case  the  remedy  is 


HANDLING  COMPLAINTS  71 

to  scrape  the  dovetail  upon  which  the  tool 
slide  moves  until  it  lines  up  perfectly.  In  all 
these  matters  leveling  crosswise  is  of  the  ut- 
most importance.  It  may  be  well  to  examine 
the  carriage  to  see  that  it  has  a  correct  bearing 
on  the  bed. 

The  claim  that  the  lathe  cuts  a  drunken 
thread  occurs  only  when  the  faces  of  the  outer 
ends  of  the  journal  bearings  receiving  the  resist- 
ance from  the  lead  screw  are  not  true  with  the 
bore.  Inspection  should  make  this  a  certainty. 
To  make  sure,  however,  remove  these  bearings; 
take  a  bar  of  steel  as  large  as  the  outer  diameter 
of  the  journal,  turn  one  end  of  it  to  fit  the  bore, 
squaring  the  shoulder  nicely,  and  test  with  red 
lead  to  determine  whether  it  has  a  perfect  bear- 
ing against  the  end  of  the  bearing,  remembering 
that  in  the  Lodge  &  Shipley  lathe  the  pull  is 
against  the  outer  end  of  the  bearing  whether 
chasing  right  or  left  hand. 


XV 

PATTERN  SHOP 

TT  is  very  essential  to  have  good  machines  in 
*•  the  pattern  shop  in  order  to  eliminate  hand 
work.  To  produce  good  patterns  at  a  low 
cost,  the  following  machines  are  required: 
One  36-in.  band  saw,  one  20-in.  hand  planer, 
one  24-in.  thickness  planer,  one  ripsaw,  one 
30-in.  full  universal  double  disk  sander,  two 
6-in.  pony  hand  planers,  one  large  wood- turn- 
ing lathe,  two  small  wood-turning  lathes,  one 
band  saw  filer,  one  full  universal  oilstone  tool 
grinder,  one  6-in.  Fox  bench  trimmer  to 
every  two  men,  two  electric  drills,  one  electric 
glue  heater  holding  two  1-quart  glue  pots  and 
12  benches. 

With  12  hands  employed  to  the  superintend- 
ent of  this  shop  should  have  three  first-class 
journeymen,  one  medium  hand,  one  pattern 
recorder,  five  boys  at  the  bench,  one  boy  to 
cut  up,  plane  and  glue  up  lumber,  fillet,  sand 

72 


PATTERN  SHOP  73 

and  finish  patterns  and  core  boxes,  one  boy 
to  varnish  patterns,  sweep  the  shop  and  oil 
machines. 

On  large  patterns  use  as  many  boys  as  pos- 
sible to  help  the  journeymen;  have  journeymen 
rough  up  patterns  and  core  boxes  and  boys 
finish  them.  In  this  way  you  not  only  cut 
the  cost  to  less  than  half  but  it  teaches  the 
apprentices  how  to  build  patterns  and  core 
boxes,  to  read  drawings  and  finish  work  prop- 
erly. See  that  the  varnish  boy  is  bright  and 
willing  so  that  when  you  are  ready  to  advance 
boys  he  is  capable  of  taking  the  next  boy's 
place.  If  he  has  no  varnishing  to  do  have 
him  turn  up  stock  core  prints  and  get  accus- 
tomed to  the  machines.  Keep  in  touch  with 
applicants  and  when  men  show  restlessness 
add  a  new  man  or  men;  if  you  have  a  disturber 
get  rid  of  him.  Try,  by  all  means,  to  keep 
your  old  force  together. 

When  you  instruct  your  men  to  make  a 
good  or  cheap  pattern  see  that  they  do  it. 
This  is  very  important,  as  time  can  be  wasted 
on  jig  and  one-casting  patterns.  Good  pat- 
terns, if  not  properly  made,  that  is  not  nailed, 
screwed,  glued,  etc.,  and  generally  constructed 


74  RULES  OF  MANAGEMENT 

so  as  to  be  molded  properly,  will  not  last  one- 
tenth  the  time  they  should.  In  measuring  up 
patterns  you  cannot  be  too  strict;  call  the  men's 
attention  to  any  fault  you  find,  both  in 
measurements  and  construction;  keep  at  them 
until  you  get  what  you  want. 

This  is  the  way  to  avoid  scraps  and  trouble 
in  the  shop.  Use  good  judgment  with  your 
boys,  don't  dog  them,  treat  them  as  you 
would  your  own  children  or  brother;  be  their 
friend  always  remembering  they  are  learning 
and  are  not  supposed  to  know  it  all.  Do  not 
make  the  patterns  for  them,  instruct  them 
how  patterns  are  to  be  made,  give  them  neces- 
sary information  on  drawings,  etc.,  but  don't 
have  them  running  after  you;  teach  them  to 
use  their  own  judgment  and  find  their  own 
way.  This  will  relieve  you  of  a  good  deal  of 
bother,  save  time  in  the  end,  and  make  better 
pattern  makers  of  your  boys. 

Keep  your  eye  on  the  lumber  pile,  remem- 
bering that  dollars  can  be  wasted  easily; 
instruct  your  sweeper  how  to  separate  waste 
lumber;  have  the  men  use  up  small  pieces. 
Use  good  lumber  on  standard  patterns;  com- 
mon lumber  where  it  is  not  injurious,  such  as 


PATTERN  SHOP  75 

for  battens,  lagging,  etc.,  and  on  jig  and  one- 
casting  patterns.  The  sweeper  should  be 
cautioned,  also,  not  to  sweep  up  leather  fillet- 
ing, sandpaper  or  any  other  material  that  may 
be  mixed  in  shavings. 

See  that  the  men  use  the  machines  to  the 
best  advantage,  for  the  man  who  can  do  his 
work  with  the  smallest  number  of  tools  is 
generally  the  speediest  and  best  pattern  maker. 
Keep  after  your  pattern  recorder  and  see 
that  his  records  are  correct;  have  him  order 
his  castings  promptly,  put  the  patterns  in  the 
proper  place  and  keep  a  good  supply  of 
material. 

In  order  to  see  the  results  of  patterns,  you 
should  visit  the  casting  shed,  yard  and  shop. 
Inspect  all  castings;  if  defects  are  found  call 
up  the  foundry  superintendent,  find  out  if  the 
defects  are  caused  by  the  pattern  or  molding 
and  have  the  trouble  correptetl.  Visit  the 
foundry  occasionally;  see"~now  your  work  is 
being  made;  work  with  the  foundrymen;  make 
patterns  to  suit  them  if  you  want  them  to 
produce  good  castings.  Visit  the  different 
foremen  in  the  shop  and  see  if  you  are  allowing 
finish  to  suit  them;  if  you  are  putting  on  the 


76  RULES  OF  MANAGEMENT 

necessary  lugs,  etc.,  for  clamping  or  chucking 
castings.  Be  willing  to  make  any  change 
they  may  desire  in  order  to  better  their 
conditions. 


XVI 

TOOL-MAKING  ROOM 

A  DRAFTSMAN  should  be  kept  right  in 
-**  this  department.  Endeavor  to  keep  the 
equipment  thoroughly  up  to  its  requirements. 
And  add  other  equipment  to  meet  shop  needs. 
The  leading  hands  on  lathe  work,  planing, 
milling,  grinding,  horizontal  and  vertical  boring 
mills,  vises,  etc.,  should  all  be  Al  men  in  their 
line.  All  expensive  measuring  tools  require 
special  care.  If  necessary,  a  safe  should  be 
provided  for  them. 

The  chucking  lathe  is  sufficiently  important 
to  employ  a  good  man,  one  who  is  thorough  and 
whose  work  will  leave  the  chucking  lathe  with- 
out fault.  His  kit  of  tools  should  at  all  times 
be  in  good  order  and  his  machine  clean  and 
orderly.  This  tool  is  considered  capable  of 
doing  more  boring  than  any  two  engine  lathes 
in  the  department. 

Considerable  attention  should  be  given  to 

77 


78  RULES  OF  MANAGEMENT 

an  examination  of  what  tools  are  ordered 
made  as  to  whether  they  will  serve  the  pur- 
pose for  which  they  are  made  and  whether 
we  are  likely  to  have  to  change  the  designs  to 
improve  them,  which  sometimes  means  making 
them  twice — a  very  costly  lack  of  care. 

Tool  steels  are  mostly  kept  in  this  depart- 
ment as  are  all  small  tools.  Therefore,  very 
little  running  to  the  auxiliary  toolrooms  is 
necessary.  All  auxiliary  toolrooms  should 
either  be  under  the  general  charge  of  the  tool- 
room foreman  or  should  receive  the  special  at- 
tention of  the  general  manager,  who,  in  any 
event,  should  issue  instructions  to  all  auxili- 
aries— six  in  all — as  to  their  relation  to  the 
general  toolroom.  Lists  should  be  kept  by  the 
auxiliaries,  of  micrometers  and  other  expen- 
sive tools  that  might  be  and  sometimes  are, 
carried  off,  and  a  report  made  to  the  assistant 
manager  when  any  are  missing. 


p 


XVII 

FORGE  DEPARTMENT 
INSTRUCTIONS  ON  HEAT  TREATMENT 

ACK  in  case  hardening  compound  or  bone 
dust.  For  surface  case  hardening  in  small 
boxes,  heat  to  1650°.  Keep  at  this  heat  4  hours 
and  plunge  in  water.  For  heavy  articles  con- 
tinue the  1650°  of  heat  8  to  12  hours,  accord- 
hig  to  weight. 

When  case  hardening  is  needed  to  penetrate 
deeper,  do  not  cool  in  water  but  in  the  air  while 
hi  the  box.  Then  re-heat  to  1425°  (without 
case  hardening  compound  or  bone  dust)  and 
plunge  in  water.  This  second  treatment  should 
give  a  depth  of  about  1/32. 

For  the  treatment  of  higher  grade  steel, 
proceed  as  described  above,  making  sure  that 
about  1  in.  of  bone  dust  is  packed  all  around 
each  piece,  and  after  re-heating  and  plunging 
in  water,  heat  in  crude  oil  up  to  450°  to  draw 
to  the  proper  degree  of  thickness  and  temper. 

79 


80  RULES  OF  MANAGEMENT 

Any  furnace  may  be  used,  heated  either  by 
gas,  oil  or  coal,  providing  a  suitable  pyrometer 
is  used  to  register  the  heat. 

The  parts  should  then  be  put  under  a  sand 
blast,  and  if  gears,  smooth  off  the  teeth  at 
equal  distances  in  diameter,  and  test  with  the 
scleroscope. 

When  hardening  forming  tools,  taps  and 
cutters,  where  a  fine  edge  must  be  preserved 
and  when  they  are  made  of  high-speed  steel, 
they  should  be  packed  in  pulverized  charcoal 
in  a  box  in  the  same  manner  as  for  case  hard- 
ening, heated  to  1900°  F.,  and  then  cooled  in 
crude  oil.  When  hardening  high-speed  cutting 
tools,  heat  them  in  gas  burners  to  2150°  F.  and 
cool  hi  crude  oil.  Test  the  pyrometer  occasion- 
ally by  placing  some  common  salt  in  a  box, 
putting  it  on  the  fire  until  it  melts;  the  melting 
point  will  be  1441°  F.;  then  place  the  point  of 
the  pyrometer  in  the  molten  salt,  and  if  the  py- 
rometer, reading  on  dials,  registers  1441°,  the 
pyrometer  will  be  correct. 


XVIII 

LATHE  DEPARTMENT 

rTIHE  foreman  of  this  department,  which  em- 
*-  braces  the  engine,  turret,  and  automatic 
lathes,  should  keep  every  lathe  clean,  well 
oiled,  supplied  with  a  decent  tool  board  or 
cabinet  and  a  complete  set  of  tools  suitable 
for  the  class  of  work  assigned  to  it.  He 
should  look  the  tools  over  every  day  to  see 
that  they  are  in  first-class  condition,  and 
correct  them  if  correction  is  needed. 

The  space  upon  which  lathes  stand  should 
be  kept  free  from  dirt,  scrap,  mandrels,  or 
anything  not  strictly  belonging  to  the  work  in 
hand.  The  lathe  hand  must  not  lose  time 
because  the  mandrel  press  or  other  needed 
appliances  are  not  within  his  reach.  Suitable 
tools  such  as  calipers,  hammer,  center  punch, 
micrometers,  rules,  and  soft  hammer  to  drive 
mandrels  in  and  out,  also  an  oil  can,  should 
be  provided  for  him.  Chucks,  steady-rest, 

6  81 


82  RULES  OF  MANAGEMENT 

wrenches,  etc.,  should  be  examined  by  the 
foreman  periodically. 

He  should  have  the  work  for  every  man  in 
his  charge  ready  in  advance  of  the  time  he 
needs  it,  together  with  all  tools,  drawings, 
mandrels,  reamers,  etc.,  and  then  give  him  a 
clear  explanation  of  the  work  and  be  sure  that 
he  understands  just  what  is  wanted  before 
leaving  the  work  with  him. 

On  all  premium  work  a  man  should  be 
started  right,  if  he  is  not  familiar  with  the  job. 
The  foreman  should  insist  that  if  the  operator 
does  not  perform  the  work  within  the  limit 
set,  he  tell  him  when  the  second  piece  is  done, 
and  then  set  him  right.  He  must  train  every 
one  to  tell  him  instantly  when  a  piece  is 
spoiled  or  broken,  also  if  there  is  any  uncer- 
tainty as  to  whether  or  not  the  work  is  being 
done  right. 

If  the  foreman  loses  confidence  in  a  man 
and  cannot  regain  it,  or  if  the  man  is  untruth- 
ful or  has  a  bad  disposition,  he  should  see  the 
superintendent  of  manufacture  and  ask  to 
have  him  replaced.  If  the  man  is  careless  or 
reckless  with  expensive  tools  "call  him  down" 
hard.  If  he  does  bad  work  or  is  indifferent 


LATHE  DEPARTMENT  83 

and  cannot  be  corrected,  replace  him.  The 
foreman  should  know  a  man's  value  in  one 
week,  and  should  study  him,  particularly  the 
first  week  he  works  in  that  department. 

When  men  deliberately  refuse  to  earn  pre- 
mium, they  cannot  be  replaced  too  soon.  The 
foreman  should  act  quicker  on  this  than  if  a 
man  is  slow  or  dull;  there  is  hope  for  the  latter 
if  his  disposition  is  right.  But  for  the  man 
who  will  not  embrace  an  opportunity  when 
offered  there  is  little  hope.  The  foreman 
should  have  no  end  of  patience  with  men  who 
find  it  hard  to  learn  how  to  keep  time  right; 
he  should  nurse  them,  tell  them  again  and 
again.  They  must  be  told  good  humoredly, 
with  a  smile  that  will  make  them  feel  he  is 
trying  to  help  them.  They  make  good  men 
when  they  get  to  know. 

Among  his  other  duties  the  foreman  should 
carefully  teach  all  men  and  boys  the  use  of 
taps  and  reamers,  telling  them  how  readily  taps 
break  and  how  to  avoid  breakage,  how  reamers 
will  act  in  machine  steel,  in  tool  steel,  in  vana- 
dium steel.  Tell  them  how  cutters  will  act, 
also  how  a  cutter  may  be  fed  through  a  cored 
hole  in  cast  iron  1/16  in.  to  a  revolution,  while 


84  RULES  OF  MANAGEMENT 

in  solid  steel  1/64  in.  is  most  too  fast.  Tell 
them  that  high-speed  steel  reamers  will  cling 
badly  if  used  to  ream  nickel  steel  and  that  only 
carbon-steel  reamers  should  be  used. 

He  should  teach  them  that  reamers  if 
held  rigidly  in  a  turret  must  be  so  held  only 
when  the  turret  hole  is  strictly  in  line,  but 
that  the  reamer  will  act  well  if  held  carefully 
against  a  center  mounted  in  the  turret.  Show 
them,  however,  how  it  must  be  kept  from 
jumping  into  the  work.  The  foreman  should 
not  make  fun,  get  impatient  or  swear.  He 
should  be  just  and  command  the  respect  of 
his  men.  Daily  kind  treatment  of  men  will 
do  them  more  good  than  sermons.  The  fore- 
man is  the  man  they  copy.  If  he  blusters, 
swears,  or  acts  improperly,  they  will  copy  him 
and  later  speak  disrespectfully  of  him.  The 
foreman  should  make  short  work  of  men  or 
boys,  who,  under  kind  treatment  show  a  bad 
disposition.  This  shop  is  no  place  for  such 
men,  and  probably  when  they  have  lost  a  num- 
ber of  places  because  of  their  failure  to  respond 
to  decent  treatment,  they  may  see  the  error 
of  their  ways. 


XIX 

GRINDING  DEPARTMENT 

T  ET  it  be  remembered  that  good  cylindrical 
•^^  grinding  cannot  be  done  on  the  very  best 
grinding  machines  known,  unless  the  wheel 
itself  is  true  and  in  thoroughly  good  balance. 
The  live  and  dead  centers  for  all  grinding  ma- 
chines shoufd  be  ground  to  an  angle  of  60  de- 
grees. An  operator  should  never  be  permitted 
to  adjust  a  wheel  arbor.  This  should  be  done 
by  a  toolroom  man  assigned  to  this  work. 
Cylindrical  gages  should  be  used  at  all  times 
to  set  micrometer  sizes.  On  work  from  3/8 
in.  to  5/8  in.  in  diameter  and  more  than  7  in. 
long,  steady-rests  should  be  used.  Begin- 
ning at  1  in.  in  diameter  and  14  in.  long,  and 
all  longer  lengths,  steady-rests  should  also  be 
used. 

All  work,  where  the  wheel  comes  against  a 
shoulder  of  larger  diameter  than  the  part  being 
ground,  should  be  delivered  to  a  lathe  and 

85 


86  RULES  OF  MANAGEMENT 

necked  down  at  the  shoulders  at  0.005  in.  be- 
low the  finished  diameter,  in  order  to  permit 
the  wheel  to  run  out  without  striking  the 
shoulder.  The  travel  of  the  wheel  should  be 
within  1/4  in.  of  the  width  of  the  wheel  being 
used.  When  grinding  small  diameters,  and 
where  it  is  desirable  to  pass  the  wheel  entirely 
over  the  work,  a  square  center  driver  with  a  little 
extra  pressure  when  mounting  in  the  machine 
will  admit  of  this,  if  care  is  taken  in  handling 
the  work  to  be  ground.  This,  of  course,  can 
be  done  only  where  both  live  and  dead  center 
drives  for  the  machines  are  furnished.  On 
pieces  where  positive  clutches  are  machined 
and  hardened,  a  driving  center,  cut  to  fit  the 
same  clutch,  makes  a  good  driver  and  admits 
of  entire  outer  diameters  being  ground.  This 
hold  good  either  for  clutches  on  solid  stock 
or  clutches  cut  on  bored  stock. 

When  grinding  the  holes  in  hardened  gears, 
mount  in  an  independent  chuck,  true  up  the 
diameter  and  sides,  and  test  them  by  the  hole 
itself.  Short  bushings  with  standard  holes 
should  be  ground  on  the  plug  arbor  mounted 
in  the  driving  spindle,  and  using  either  the 
keyway,  the  oil  groove,  or  if  neither  of  these 


GRINDING  DEPARTMENT  87 

is  present,  a  roller  pin  arbor.  When  grinding 
pieces  that  have  been  bored,  and  in  order  to 
avoid  driving  in  mandrels,  it  is  advisable  that 
the  outer  end  of  the  bore  be  turned  and  reamed 
to  60  degrees  and  made  to  revolve  on  pipe 
centers  that  are  stationary. 

When  a  piece  of  work  to  be  ground  has  a 
hole  tapped  in  the  end,  the  end  should  be 
reamed  to  60  degrees,  and  the  piece  revolved 
on  centers.  This  secures  much  better  work 
than  to  attempt  grinding  it  on  a  plug  arbor 
having  a  thread  to  fit  the  tapped  hole.  In 
internal  grinding  limit  plug  gages  should  be 
used  for  sizing. 

The  foreman  or  leading  man  of  the  depart- 
ment should  see  that  all  machines  are  kept 
well  cleaned  and  thoroughly  lubricated,  and  not 
allowed  to  be  used  unless  in  the  pink  of  con- 
dition. A  copy  of  these  grinding  instructions 
should  either  be  in  the  hands  of  each  operator, 
or  mounted  on  a  board  and  hung  in  the  depart- 
ment. When  composition  lubricant  with  soda 
or  water  is  being  used  for  grinding,  it  will 
injure  the  paint  on  the  machine  and  make 
it  necessary,  in  order  to  have  the  department 
look  well,  to  repaint  each  machine  at  least 


88  RULES  OF  MANAGEMENT 

once  every  six  months.     Polished   work  on 
machines  should  be  kept  bright. 

The  foreman  of  the  department  should  see 
to  it  that  each  man's  work  is  delivered  with  an 
allowance  on  outer  diameters  of  not  less  than 
0.008  to  0.015  in.  according  to  diameter.  All 
centers  should  be  lubricated  with  white  lead, 
not  oil.  No  greater  allowance  in  diameter 
than  0.015  in.  and  from  that  down  to  0.008  in. 
should  be  allowed  by  the  lathe  for  the  grinding 
department  when  the  work  is  soft;  about  double 
this  amount  should  be  allowed  if  the  work  is 
hardened. 

In  internal  grinding,  the  allowance  should  be 
0.0095  to  0.01  in.  below  size.  All  wheels 
"should  have  a  surface  speed  of  5,000  ft.  and  all 
work  a  surface  speed  of  20  to  25  ft.  per  min., 
either  for  internal  or  external  grinding,  where 
obtainable.  For  cast  iron,  the  grain  and 
grade  of  the  wheel  should  be:  Grain  36  or  40, 
grade  P.  For  soft  steel,  grain  36  or  40,  grade 
L.  M.  or  N.  For  hard  steel  (use  soft  wheel) 
grain  40,  grade  K.  Where  the  length  of  the 
piece  justifies  it,  the  operator  should  be  sup- 
plied with  two  dogs,  so  that  one  piece  may  be 
dogged  while  the  other  is  being  ground. 


XX 


DRILLING  DEPARTMENT 

^PHE  foreman  of  this  department  should  be 
a  well  posted  machinist  who  can  read 
drawings  and  who  knows  the  importance  of 
smooth,  straight  and  round  holes,  and  who  also 
has  a  good  knowledge  of  the  setting  and  hold- 
ing of  work  for  doing  rapid  drilling  with  abso- 
lute truth. 

All  jigs  in  the  department  should  be  kept 
with  guide  bushings  fitting  the  tools  and  with- 
out being  the  least  bit  loose.  Tools  must  be 
ground  and  replaced  in  the  jigs  and  be  ready 
for  service  when  wanted.  Drill  chucks  must 
be  in  such  excellent  order  for  use  that  no  make- 
shifts of  any  kind  will  ever  be  necessary. 
When  drilling  through  jigs  be  sure  that  the 
guide  bushings  are  central  with  the  drill 
spindle. 

The  equipment  for  each  drill  press  should 
include  bolts  and  clamps,  and  suitable  stands 

89 


90  RULES  OF  MANAGEMENT 

to  receive  at  least  six  different  kinds  or  sizes 
of  chucks  or  drills  should  be  located  by  each 
drill  press  that  is  regularly  in  use  and  the  man 
who  runs  the  press  be  held  responsible  for  their 
good  order  and  their  constant  presence  at  his 
machine.  /The  foreman  must  at  all  times  be 
on  the  alert  with  men  and  work,  instructing 
the  men  when  the  jig  holding  the  work  may 
be  free  on  the  table  or  when  it  must  be  clamped 
to  the  table.  Quick  change  chucks  should  be 
used  for  all  drills  |"  and  over  and  below  \" 
regular  drill  chucks  with  the  end  of  the  shank 
holding  the  chuck  and  the  end  of  the  shank  of 
the  drill  each  cut  away  f "  or  f "  of  their  length 
at  the  end,  so  as  to  prevent  their  turning  hi 
the  chucks.  This  end  receives  but  a  slight 
pressure  because  the  chuck  will  usually  drive 
the  drill  but  it  will  prevent  the  marring  of  the 
shanks,  by  preventing  their  turning  in  the 
chuck. 

Foreman  must  deliver  the  tools  and  jigs 
with  the  job;  see  that  everything  is  complete 
and  when  a  new  jig  is  being  tried  out  for  the 
first  time,  call  the  foreman  of  the  tool  room 
and  the  inspector  so  that  we  may  be  assured 
the  jig  is  right  for  every-day  use. 


DRILLING  DEPARTMENT  91 

Every  man  on  a  drill  press  should  be  able 
to  call  his  own,  his  oil  can,  his  center  punch, 
hammer,  monkey-wrench  and  suitable  drift. 

The  operator  should  not  be  allowed  to  grind 
either  the  drills  or  the  countersinks  that  belong 
with  jigs.  This  grinding  should  be  done  by 
the  man  in  the  Auxiliary  Tool  Room. 

The  foreman  should  be  well  posted  on  speeds 
and  feeds  for  all  sizes  of  drills  and  see  that 
every  part  of  every  drill  press  be  kept  well 
oiled  and  very  clean,  never  allowing  belts  to 
run  crooked  or  twisted  and  use  only  high  speed 
machines  for  small  work. 

The  foreman  should  insist  upon  delivery 
into  his  department  of  all  lots  without  one 
piece  missing  and  as  nearly  as  possible  in 
proper  sequence  for  the  size  of  machines  upon 
which  he  may  be  working. 


N 


XXI 

PLANER  DEPARTMENT 

0  planer  should  ever  be  at  work  without 
having  its  next  job  put  down  beside  it  one 
hour  in  advance  and  with  the  job  the  drawing, 
templates,  chucking  devices,  clamps,  bolts, 
resting  blocks  for  the  clamps  and  full  and  clear 
instructions  about  the  job  from  the  foreman. 
The  foreman  must,  of  course,  inform  himself  on 
the  number  of  jobs,  and  special  devices  that 
may  be  needed.  These  should  be  ready. 
Some  work  may  need  a  little  drilling  to  receive 
clamps;  this  should  be  done.  He  should  post 
the  operator  as  to  speed,  feed,  how  many  cuts, 
etc.  He  should  at  all  times  see  that  the  tools 
are  right  and  ready  for  all  work  assigned  and 
before  the  work  gets  to  the  operator. 

He  should  see  the  beginning  of  every  job 
and  avoid  planer  stoppage,  so  that  the  machine 
is  kept  cutting  as  many  hours  and  minutes 

92 


PLANER  DEPARTMENT  93 

during  each  day  as  possible.  He  should  never 
lose  sight  of  proper  oiling,  and  never  permit 
any  planer  to  look  dirty,  or  untidy,  with 
clamps,  bolts,  scrap,  cuttings  or  dirt,  lying 
around  it. 

Many  routine  jobs  should  have  two  sets  of 
chucking  devices  so  that  while  one  job  is  being 
planed  another  may  be  chucked,  thus  keeping 
the  planer  cutting  most  of  the  time  now  con- 
sumed in  chucking.  All  planer  countershafts 
should  receive  as  careful  attention  in  adjust- 
ment, in  cleanliness,  in  oiling,  in  efficiency  and 
tautness  of  belts,  etc.,  as  the  planer  itself. 
This  applies  to  motors  also,  when  machines  are 
motor  driven. 

It  is  bad  practice  to  permit  men  to  ride  on 
planer  tables  or  to  use  stools,  as  their  time  can 
be  much  better  used  in  cleaning  up,  in  getting 
tools,  templates,  chucks,  etc.,  ready  for  the  new 
job.  All  this  also  applies  to  shapers.  Any 
planer  or  shaper  used  occasionally  only  should 
be  oiled  before  using,  and  cleaned  before  leav- 
ing. Foremen  should  see  that  such  machines 
have  a  full  kit  of  cutting  tools  and  keep  them 
locked  up,  well  dressed  and  ground  ready  for 
use.  If  work  is  delayed  in  delivery  to  a  de- 


94  RULES  OF  MANAGEMENT 

partment,  or  the  sweeper  and  helper  are  de- 
laying work  through  absence  when  wanted,  see 
the  assistant  manager  on  this  or  any  other  re- 
quirement at  once. 


XXII 

MILLING  DEPARTMENT 

department  is  handled  by  one  foreman 
whose  duty  it  is  to  deliver  the  work  to  the 
machines  with  full  information  as  to  what  is 
to  be  done.  He  should  also  deliver  special 
mandrels  with  gang  cutters  mounted,  and 
special  chucking  devices  for  holding  the  work, 
when  it  is  known  that  they  are  in  the  tool 
storage.  Wrenches  and  auxiliary  tools  should 
not  be  allowed  to  remain  on  the  floor  but  should 
be  placed  in  the  cabinet  or  in  the  tool  storage, 
whichever  is  their  accustomed  place.  The 
space  surrounding  the  machine  should  always 
be  kept  thoroughly  clean.  No  gang  of  milling 
cutters  mounted  and  true,  should  be  removed 
from  the  mandrel  without  consulting  the  fore- 
man of  the  department. 

Whenever  cutters  become  dull,  when  man- 
drels are  not  true,  when  collars  are  not  correct 
or  there  is  any  difficulty  with  the  dividing 

95 


96  RULES  OF  MANAGEMENT 

head,  the  foreman  should  be  notified  at  once 
so  that  the  trouble  may  be  corrected  without 
loss  of  time.  If  the  operator  knows  that  the 
work  he  is  engaged  upon  is  taking  much  more 
time  than  it  should,  by  reason  of  the  absence 
of  proper  appliances,  he  should  at  once  notify 
the  foreman  asking  him  to  correct  the  trouble. 
If  possible  the  foreman  should  confine  all  single 
or  small  number  piece  jobs  to  one  machine  so 
that  the  routine  machines  may  be  continually 
working  to  advantage. 

A  complete  set  of  wrenches  and  special 
tools  for  each  machine  should  always  be  kept 
in  good  order.  Foreman  should  be  notified 
without  loss  of  time  should  they  be  otherwise. 
Each  operative  should  have  his  own  oil  can, 
hammer  and  suitable  wrenches.  Should  these 
be  missing  the  foreman  should  at  once  supply 
them.  Foreman  should  also  keep  close  watch 
on  the  quality  of  the  work  being  turned  out 
so  that  never  more  than  one  piece  of  a  batch 
is  likely  to  be  spoiled. 


XXIII 

GEAR  CUTTING  DEPARTMENT 

nnHIS  department  is  handled  by  a  working 
foreman,  necessary  operators  and  an  in- 
spector whose  duty  it  is  to  see  that  each  pair 
of  gears  is  properly  tested.  This  inspection 
should  cover  smoothness  of  cut,  absence  of 
tearing  of  metal  as  the  cutter  leaves  the  work, 
and  smooth  revolution  when  the  teeth  are  in 
mesh  so  as  to  touch  on  all  sides.  The  equip- 
ment for  the  tests  should  consist  of  mandrels 
and  bushings  that  admit  of  the  least  possible 
side  play — not  to  exceed  0.001  in.  Should  the 
gears  need  any  correction,  the  foreman  of  the 
department  should  be  notified. 

If  the  foreman  of  the  department  cannot 
get  quick  action  when  new  bushings  or  man- 
drels are  needed,  the  superintendent  of  manu- 
facture should  be  appealed  to  at  once,  and  the 
work  stopped  until  the  proper  appliances 
are  in  hand.  The  foreman  of  the  department 

7  97 


98  RULES  OF  MANAGEMENT 

should  insist  that  all  cutters,  either  rotary 
or  for  the  gear  shaper,  should  be  ground  before 
being  hung  up.  If  this  is  not  done  for  any 
reason  a  report  should  be  made  to  the  super- 
intendent of  manufacture.  This  applies  also 
to  new  cutters,  mandrels,  and  bushings.  If 
the  equipment  for  the  department  is  not  suffi- 
cient to  produce  the  work  called  for,  the  fore- 
man should  consult  the  superintendent  of 
manufacture. 

No  gears,  mandrels  or  other  articles  not 
strictly  pertaining  to  the  work  in  hand  should 
be  allowed  to  remain  on  the  floor,  or  on  or 
under  the  benches.  All  superfluous  mandrels 
or  bushes  belonging  to  the  testing  machine 
should  be  placed  in  the  tool  storage  depart- 
ment. If  on  Saturday,  when  the  machine 
cleaners  are  through  with  their  work,  this 
should  prove  unsatisfactory,  the  foreman 
should  report  the  fault  to  the  superintendent 
of  assembly. 

Advance  information  should  be  obtained 
as  to  the  cutters  wanted  on  any  new  work 
before  the  work  comes  into  the  department  so 
that  the  cutters  may  be  on  hand  when  the 
work  arrives.  Every  machine  and  every  coun- 


GEAR  CUTTING  DEPARTMENT      99 

tershaft  should  be  kept  thoroughly  oiled. 
All  the  appliances  used  in  this  department  and 
dealing  with  the  accuracy  of  the  work  should 
be  kept  within  easy  reach  and  in  first-class 
condition.  Should  the  fit  of  the  slides  or  the 
fit  of  the  dividing  gearing  show  any  inac- 
curacy, this  should  be  reported  at  once  to  the 
superintendent  of  manufacture.  Should  the 
foreman  be  in  any  doubt  as  to  appliances  for 
gear  that  are  difficult  to  cut,  he  should  also 
see  the  superintendent  of  manufacture. 


XXIV 

SPECIAL  MANUFACTURING  DEPARTMENT 

HPHIS  department  is  officered  by  one  lathe 
A  foreman  and  one  vise  foreman.  The  vise 
foreman  has  an  assistant  for  drilling  machines 
who  runs  a  drill  on  most  important  work.  The 
foreman  has  general  charge  of  the  department 
covering  drilling  machines,  millers,  shapers, 
grinders,  vise  men,  and  planers. 

The  work  of  the  department  consists  of  all 
work  that  has  not  been  established  as  routine 
work,  all  special  work  wanted  by  the  shop,  all 
work  the  insufficient  quantity  of  which  pre- 
cludes it  as  routine  work,  all  special  fixtures 
that  go  with  lathes  sold  on  guarantee  of  pro- 
duction, in  fact  all  work  not  routine,  including 
helping  out  the  toolroom  when  that  department 
is  crowded  beyond  its  capacity. 

The  man  in  charge  shall  look  to  the  tracing 
department  for  all  material  needed  to  complete 
100 


SPECIAL  MANUFACTURING  DEPARTMENT      101 

work  as  per  drawings,  and  report  to  the  assist- 
ant manager  if  this  is  not  forthcoming  when 
needed.  The  routing  department  will  furnish 
drawings  with  routing  and  order  tickets  at- 
tached giving  full  information  on  all  work  done 
by  this  department. 

Precedence  is  to  be  accorded  work  on  the 
order  of  the  superintendent  of  assembly.  The 
superintendent  of  manufacture  has  strict  juris- 
diction over  the  quality  and  the  methods  of 
doing  work.  Any  additional  equipment  for 
this  department  must  be  referred  by  the  super- 
intendent of  manufacture  to  the  assistant 
manager  for  order  to  purchase.  No  work 
shall  be  done  in  the  department  except  on 
regular  order,  because  every  hour  must  be 
accounted  for  to  the  cost  department.  The 
chief  inspector  will  detail  a  man  as  inspector 
whose  decision,  when  referred  to  the  chief  in- 
spector, shall  be  final. 

This  department  has  generally  been  looked 
upon  as  a  losing  proposition.  Good  men  and 
efficient  work  are  required.  There  are  times 
when  this  department  is  slack.  At  such  times, 
routine  work  that  may  be  late  on  its  journey 
to  the  storerooms  shall  be  done  here.  Pre- 


102  RULES  OF  MANAGEMENT 

mium  work  shall  be  used  when  deemed  wise  by 
the  superintendent  of  manufacture  who  may 
place  any  work  on  this  basis  when  it  has  reached 
a  routine  stage. 


XXV 

INSPECTING  DEPARTMENT 

man  in  charge  of  this  department 
should  post  each  man  in  detail  as  to  just 
what  he  must  inspect  and  how  to  proceed.  He 
must  lay  out  the  amount  of  work  one  man  can 
comfortably  get  through  with;  see  that  the 
proper  measuring  tools  are  in  his  hands  and 
show  him  how  to  get  limit  gages,  drawings, 
etc.,  also  what  part  of  his  work  must  be  very 
accurate  and  what  other  part  does  not  require 
too  much  of  his  time. 

If  the  inspector's  work  can  be  handled  on  a 
bench  he  should  be  taught  to  keep  his  quarters 
clean,  free  from  litter  and  from  work,  either 
finished  or  in  prospect.  He  should  also  be  re- 
quired to  lock  up  valuable  tools  every  night  and 
report  to  the  department  head  if  his  work  does 
not  come  to  him  in  ample  time. 

Should  a  man's  work  require  him  to  visit 
several  places  in  a  department,  he  should  be 

103 


104  RULES  OF  MANAGEMENT 

taught  to  work  in  detail  and  day  by  day  until 
he  is  thoroughly  familiar  with  it.  If  his  work 
is  vise  work  the  importance  of  key  fits  should  be 
explained.  If  his  work  covers  sliding  keys,  the 
necessity  of  the  key  being  fitted  very  firmly  and 
tightly  in  its  keyway  should  be  demonstrated. 
On  no  account  should  this  depend  on  peening 
for  a  tight  fit,  nor  should  more  than  0.001  in. 
freedom  on  top  for  sliding  be  allowed  if  the  key 
fit  is  stationary;  the  key  should  fit  snugly  side- 
wise  and  tight  on  top. 

The  superintendent  of  this  department  must 
never  permit  any  running  shaft  to  pass  if  the 
least  bit  out  of  line,  one  journal  with  another, 
and  must  never  pass  any  running  journals 
unless  ample  provision  is  made  for  oil.  He 
should  insist  that  all  screws  have  a  good 
thread;  the  same  is  true  of  holes.  Pieces  that 
will  not  paint  well  and  smoothly  must  not 
be  passed;  this  also  applies  to  places  where 
one  part  is  bolted  to  another  if  seats  do  not 
match  up. 

All  gears  must  run  smoothly  and  mesh  well 
with  the  least  possible  freedom.  No  running 
part  must  pass  if  it  runs  out  of  true  or  does 
not  turn  with  perfect  freedom  in  its  place. 


INSPECTING  DEPARTMENT  105 

No  part  that  looks  the  least  bit  sloppy  or  untidy 
should  be  passed.  The  merchant  requires  nice 
paint  and  nice  polish  when  he  shows  parts  to 
a  customer  and  will  complain  if  machines  are 
faulty  in  this  respect.  The  user  not  only 
wants  all  this  but  he  will  reject  a  lathe  if  he 
finds  any  fault  with  its  accuracy  or  smooth 
operation,  or  encounters  difficulty  in  handling. 
Special  care  is  needed  in  packing.  All 
parts  should  be  in  the  box  containing  loose 
pieces,  which  should  be  checked  with  the  card 
containing  the  names  of  the  pieces  the  box 
contains.  This  card  is  to  be  packed  in  the 
box  and  signed  by  the  packer  with  his  own 
name.  A  duplicate  of  this  should  be  kept. 
Some  of  these  machines  travel  thousands  of 
miles  and  great  care  should  be  given  to  see  that 
they  are  securely  fastened  when  packed. 


XXVI 

SPECIFIC  INSTRUCTIONS  FOR  PAINTING 
LATHES 

1.  The  first  coat  is  to  be  steel  blue  paint 
both  inside  and  outside  and  to  be  applied 
to  the  castings  as  soon  as  possible  after  they 
are  received. 

2.  The  second  coat  to  be  dark  filler  put  on 
with  the  brush. 

.  3.  The  irregularities  in  the  castings  that 
cannot  be  corrected  by  chipping  are  to  be 
filled  with  the  smallest  amount  of  filler  that 
can  be  applied  with  the  knife. 

4.  We  then  apply  another  coat  of  filler  with 
the  brush. 

5.  After  thoroughly  drying  they  are  sanded 
down  until  the  iron  shows  through. 

6.  We  then  apply  a  coat  of  intermediate 
surfacer  and  touch  up  with  filler. 

7.  Sand  down  and  apply  a  coat  of  surface 
black. 

106 


PAINTING  LATHES  107 

8.  The  foregoing  refers  both  to  heads,  beds 
and  smaller  parts  and  after  all  have  been  assem- 
bled the  paint  work  is  rubbed  all  over  with 
what  is  known  as  a  "hair  rub." 

9.  After  drying,  the  machine  is  to  be  given 
a  coat  of  blue  paint. 

10.  No  machine  must  be  touched  by  the 
finishers  until  every  piece  belonging  to  it  is 
fitted  in  place. 

11.  No  painting  must  be  attempted  while 
machines  are  being  finished. 

12.  The  machine  shall  not  be  delivered  to 
the  painters  until  the  finishers  are  entirely 
through;  after  painting,  no  machine  shall  be 
touched  for  delivery  until  the  day  after  the 
finishing  coat  of  paint  has  been  applied. 

13.  The  man  in  charge  of  the  finishing  shall 
act  as  final  inspector  when  the  machines  are 
finished  painting. 

14.  All  work  will  be  delivered  to  the  paint 
room  in  its  proper  order  by  the  trucking  depart- 
ment.    Hold    assembly    superintendent    for 
this. 


XXVII 

SALES  MANAGER 

A  SALES  MANAGER  must  know  the  busi- 
ness because  otherwise  he  cannot  judge 
what  the  customer  needs. 

He  must  see  that  merit  and  not  lowest 
price  governs  but  that  merit  and  nearly  the 
same  price  "knocks  the  persimmons." 

He  must  not  sell  machines  to  perform 
stunts  not  offered,  listed  or  described  by  the 
manufacturer. 

He  must  not  give  attachments  that  he  thinks 
do  not  cost  much;  the  maker,  not  he,  knows 
best. 

When  the  house  assumes  the  credit,  the  house 
must  pass  upon  the  same  before  jthe  sale  may 
be  completed. 

No  mechanical  performance  must  be 
promised  without  consent  of  the  Mechan- 
ical Department. 

In  handling  subordinates,  no  amount  of  care 
in  posting  them  should  be  considered  too  much 

108 


SALES  MANAGER  109 

trouble.  They  are  not  expected  to  know  as 
much  as  the  sales  manager.  They  do  not  pull 
down  his  salary. 

Should  the  sales  manager  pass  upon  ex- 
penses of  either  subordinates  or  demonstrators, 
he  should  do  so  after  careful  investigation  and 
knowledge  of  all  the  conditions. 

A  live,  dignified,  financially  able  and  well- 
located  line  of  agencies  are  the  best  means  of 
disposing  of  the  shop's  product.  Their  geo- 
graphical position  is  of  the  utmost  importance; 
care  being  taken  when  selection  is  made  to  see 
that  they  are  close  to  good  live  markets. 

We  should  insist  that  their  salesmen  should 
possess  fair  technical  knowledge  and  should  be 
allowed  a  reasonable  time  in  the  L.  &  S.  Shops 
for  training  in  actual  work  such  as  time  esti- 
mates and  the  handling  of  machines  and  set- 
ting of  diameter  and  shoulder  stops,  ball  stops, 
rear  rests,  the  handling  of  crankshaft  work, 
taper  attachments,  turret  equipment,  motor 
drives,  belt  drives,  feeds,  speeds,  apron  control, 
etc. 

Advertising  comes  next  in  importance  for 
getting  business,  after  agencies.  To  make 
advertising  effective,  every  issue  should  con- 


110  RULES  OF  MANAGEMENT 

tain  emphatic  presentation  of  some  of  the  100 
features  contained  in  our  product  not  contained 
in  others  and  frequent  mention  should  be  made 
when  these  features  are  patented  or  when 
patents  have  been  applied  for.  Special  en- 
gravings of  these  should  accompany  advertise- 
ments with  clear  descriptions.  Stress  should 
be  laid  on  simplicity,  power,  ease  of  handling, 
weight,  features  that  are  hardened,  packing, 
facts  such  as  only  one  complaint  of  lack  of 
accuracy  out  of  5000  machines  supplied  and 
this  due  to  accident  in  transit. 

The  next  important  business  getter  is  a  well- 
trained  corps  of  demonstrators.  These  men 
must  be  experts  and  able  to  receive  a  drawing 
in  any  shop  and  make  work  both  correctly 
and  with  dispatch.  They  must  be  modest, 
have  tact,  know  every  detail  of  the  machine 
they  demonstrate,  show  finish  to  grind  and  also 
finish  to  file.  They  must  never  contradict 
the  customer  unless  allowed  to  prove  their 
statements.  They  must  remember  that  any 
bad  impression  left  injures  the  company,  and 
that  they  are  actually  carrying  the  same  re- 
sponsibility that  any  officer  of  the  company 
carries. 


SALES  MANAGER  111 

They  should  be  able  to  see  at  once  in  any 
shop  as  they  observe  how  the  work  is  being  done, 
approximately  how  much  time  would  be  saved 
if  that  work  could  be  done  on  L.  &  S.  machines 
and  recommend  the  size  of  machine  that  would 
do  the  work  to  the  best  advantage.  They  must 
never  show  anger,  no  matter  how  the  other 
fellow  may  treat  them;  such  men  will  admire 
their  patience  and  tact  and  become  their  good 
friends.  Never  leave  anything  undone  that 
needs  fixing  because  the  customer  will  complain 
to  headquarters,  saying  the  men  should  have 
fixed  it  and  did  not. 

Keep  the  country  well  covered  by  dealers  in 
territories  which  are  not  too  large.  Have  as 
representatives  live  men  who  are  on  the  job 
themselves.  Branch  houses  as  a  rule  are  un- 
satisfactory and  do  not  work  a  territory  like  a 
house  who  must  rise  or  fall  by  the  business  se- 
cured from  that  particular  territory. 

Develop  young  men  who  are  well  educated  so 
as  to  make  salesmen  of  them  for  our  agents.  A 
young  man  educated  by  us  on  our  lathes  will 
bring  back  greater  returns  than  one  who  has 
only  a  superficial  knowledge. 


112  RULES  OF  MANAGEMENT 

Develop  trade  all  over  the  world.  Get  into 
the  world's  field  early.  Foreign  business  is  a 
great  balance  and  helps  fill  the  shop  with  orders 
when  business  at  home  is  dull. 


XXVIII 

SHIPPING  CLERK 

FT  shall  be  the  duty  of  the  shipping  clerk  to 
A  see  that  all  orders  for  stock  machines  are 
shipped  within  24  hours.  This  can  be  done 
by  having  the  inspector  and  boss  laborer  on 
hand  as  soon  as  the  tag  comes  from  the  drawing 
room. 

He  shall,  each  evening,  look  over  the 
machines  on  the  finishing  floor  and  determine 
how  many  teams  he  will  need  the  following 
day  and  about  at  what  time.  He  should  not 
cause  the  teamsters  to  waste  time  in  getting 
his  load  by  having  the  wagon  come  along 
before  the  machine  is  ready,  as  this  eventually 
means  an  increase  in  the  cost  of  hauling. 

When  the  bill  of  lading  has  been  signed  by 
the  railroad  he  should  see  that  the  proper 
rate  has  been  inserted  for  the  proper  classifica- 
tions. He  must  keep  in  close  touch  with 
traffic  solicitors,  as  they  frequently  exercise 

8  113 


114  RULES  OF  MANAGEMENT 

more  influence  with  the  yard  crew  in  moving 
a  car  than  the  agent  himself. 

He  is  required  to  keep  in  touch  with  the 
agent  also,  and  make  a  round  of  the  freight 
houses  to  look  up  incoming  material.  Fre- 
quently it  is  allowed  to  remain  in  the  freight 
house  for  a  couple  of  days  when  it  is  badly 
needed  by  the  shop.  The  incoming  ship- 
ments are  more  important  than  the  outgoing, 
and  should  be  given  the  best  attention.  When 
an  agent  or  customer  notifies  us  that  he  is  send- 
ing a  motor  or  lathe  chuck  to  apply  on  some 
order,  the  shipping  agent  should  see  that  he 
is  supplied  with  tags  with  his  and  our  order 
numbers  plainly  written  thereon,  and  request 
him  to  attach  them  to  the  articles  to  be 
forwarded  to  us.  He  should  also  request  him 
to  furnish  a  bill  of  lading  when  the  shipment 
has  been  made.  This  will  save  a  good  deal  of 
time  and  the  shop  will  also  benefit. 

The  shipping  clerk  will  get  from  the  purchas- 
ing department  each  morning  all  bills  of  lading 
for  incoming  material,  and  if  invoices  have  been 
received  without  a  bill  of  lading,  write  for  them. 
He  must  keep  persistently  after  the  railroad 
until  material  is  received.  If  the  case  is  urgent 


SHIPPING  CLERK  115 

and  the  shipment  is  overdue,  he  must  not  hesi- 
tate to  go  the  highest  official  of  the  railroad 
that  can  be  reached,  and  also  use  the  aid  01  the 
Receivers  and  Shippers  Association. 

He  should  study  the  regulations  of  the  par- 
cel post  and  use  it  in  preference  to  express 
where  it  shows  a  saving  in  time  and  cost. 
See  that  a  packing  list  goes  with  each  lathe 
shipped  and  file  a  copy  of  it  for  reference 
against  claims  for  shortage.  Study  the  crating 
and  boxing  of  machines.  See  what  others  are 
doing  in  this  respect  and  if  improvement  is 
possible  he  should  make  it.  We  want  our 
machines  to  be  in  A-l  condition  on  their 
arrival  at  destination. 

When  a  shipment  is  made  by  express  the 
shipping  clerk  should  see  that  the  customer 
does  not  have  to  pay  on  an  unnecessary  amount 
of  lumber.  Use  cardboard  boxes  or  cloth 
bags  whenever  feasible.  When  shipment  is 
less  than  100  Ib.  he  should  not  ship  by  freight 
unless  the  customer  has  so  requested.  When 
the  shop  is  making  a  special  effort  to  get  out 
a  shipment  the  clerk  must  do  what  he  can  to 
boost  its  effort. 


XXIX 

Boss  LABORER  AND  EXPRESS  TRUCKMEN 
Boss  LABORER 

HHHE  boss  laborer  must  see  that  all  wagons  are 
•*•  loaded  and  that  machines  are  covered  and 
weighed,  and  get  the  countershafts  for  the 
machines.  Get  the  repairs  that  are  boxed,  and 
weigh  them  ready  for  shipment.  Make  ready 
all  the  countershaft  skids;  slush  the  counter- 
shafts, leg  them  on  the  skids  and  crate  them. 
Take  all  the  finished  stock  countershafts,  slush 
them  and  store  them  away. 

He  must  get  out  all  skids  for  machines  that 
are  to  be  finished.  Get  in  all  export  platforms 
and  weigh  them,  also  see  that  they  have 
countershafts.  Transfer  finished  machines  to 
and  from  warehouse.  Move  machines  or  any 
other  material  where  there  is  a  change  to  be 
made.  Stack  all  lumber  for  carpenters.  Also 
stack  the  pattern  lumber  in  the  loft  and  take  it 
upstairs  as  they  need  it.  See  that  the  yard  is 
kept  clean;  also  patch  the  cement  floor. 

116 


EXPRESS  TRUCKMEN  117 

He  must  also  look  after  all  fire  extinguishers. 
See  that  the  small  as  well  as  the  large  "Ajax" 
extinguishers  are  tested  twice  a  year,  Nov.  15 
and  May  15.  See  that  all  finished  machines, 
whether  they  are  stock  machines  or  held  on 
customer's  order  for  shipping  instructions,  are 
fully  covered  with  waterproof  covering  as  soon 
as  the  finishing  coat  of  paint  is  dry.  Each 
afternoon  he  should  walk  through  all  the  yard 
storage  places.  If  anything  untidy  is  found, 
this  should  be  his  first  concern  the  following 
morning. 

EXPRESS  TRUCKMEN 

The  express  truckman  must  arrange  for  his 
daily  trip  to  the  city  for  supplies  and  to  the 
factory  to  take  or  bring  back  patterns.  All 
orders  on  his  time  must  come  through  the 
assistant  manager,  if  made  by  any  other  than 
the  purchasing,  receiving  or  pattern  depart- 
ments. He  must  keep  his  automobile  clean 
and  neat,  and  carefully  go  over  all  oilers  once 
each  week.  Also  see  that  the  oiling  of  the  Ford 
machine  is  properly  done  by  the  gate  watch- 
man. 

The  Ford  is  to  be  used  by  him  and  the 


118  RULES  OF  MANAGEMENT 

chief  storekeeper  on  the  week  days  during 
working  hours.  Under  no  circumstances  can 
this  machine  be  taken  out  at  night  or  on 
Sunday.  His  regular  hours  are  60  per  week, 
on  a  fixed  salary  basis.  In  consideration  of 
having  to  put  in  overtime  to  keep  the  yard  free 
from  rubbish,  lumber,  packing  boxes  and  ashes, 
a  bonus  of  $3  per  week  will  be  paid  him. 


T 


XXX 

MILLWRIGHT  AND  BELT  MAN 
MILLWRIGHT 

HIS  man  reports  to  the  superintendent  of 
assembly  and  receives  orders  from  him. 
He  must  keep  trestles,  boards  for  the  top  of 
them,  and  all  his  tools,  such  as  wrenches,  spirit 
levels,  lagscrews,  belt  clamps  and  ladders  where 
they  are  easily  accessible,  even  if  we  must  pro- 
vide a  place  to  lock  them  up. 

In  the  daytime,  when  machinery  is  running, 
neither  he  nor  any  one  who  may  be  helping  him 
must  run  risks  of  accidents  without  first  stop- 
ping the  machinery.  He  must  see  that  all 
ladders  used  are  provided  with  sharp  steel 
spikes  to  prevent  slipping.  No  allowance  over 
hourly  rate  is  made  for  overtime. 

He  must  keep  all  line  shafts  aligned,  looking 
them  over  once  a  month,  using  the  first  Sat- 
urday afternoon  of  each  month  for  this  duty. 
No  dead  ends  of  shafts  either  auxiliary  or  line, 

119 


120  RULES  OF  MANAGEMENT 

having  keyways  must  be  allowed  to  stick  out 
from  journal  bearings  more  than  two  inches 
without  a  safety  setscrew  collar,  pulley  or 
coupling. 

He  must  report  to  the  manager  anything 
that  he  cannot  correct  himself  and  which  might 
cause  an  accident.  This  applies  to  setscrews 
or  gears  that  might  catch  one's  clothing,  emery 
wheels,  narrow  places,  bad  chains,  slings,  belts, 
etc.,  or  any  point  in  danger  of  fire. 

BELT  MAN 

This  man  reports  to  the  assembly  depart- 
ment. His  duty  is  to  repair  all  belts,  and 
immediately  sew  all  belts  brought  to  him  by 
any  man  running  a  machine.  Old  belts,  or 
parts  of  them  must  be  joined  by  cementing 
when  they  have  enough  life  in  them  to  justify 
the  time  it  takes.  These  belts  may  be  used  for 
countershaft  drives,  and  should  be  kept  on 
shelves  and  ticketed. 

No  new  belts  should  be  given  out  except  on 
a  written  order  of  the  superintendent  of 
assembly.  When  belting  is  ordered  for  stock, 
the  order  must  come  from  this  official.  The 
belt  maker  must  keep  up  his  other  supplies 


MILLWRIGHT  AND  BELT  MAN  121 

through  orders  to  the  purchasing  department. 
His  quarters  must  be  kept  neat  and  clean,  and 
suitable  shelves  provided  to  receive  belting, 
supplies  and  tools,  all  of  which  must  be  kept 
in  good  order.  No  extra  price  will  be  allowed 
for  overtime.  The  assembly  superintendent 
will  supply  bench  and  vise  work  to  fill  in  the 
time  not  used  on  belts. 


T 


XXXI 

ENGINEER,  ELECTRICIAN  AND  OILER 
STEAM  ENGINEER 

HE  steam  engineer  must  know  the  con- 
struction and  operation  of  his  engine  thor- 
oughly and  must  be  keenly  alive  in  having  all 
the  oiling  facilities  in  effective  constant  use. 
He  must  also  keep  valves  well  fitted  and  set 
so  close  that  no  steam  is  wasted.  Lost  motion 
in  any  one  of  the  moving  parts  must  be  con- 
stantly taken  care  of  and  if  any  waste  of  steam 
occurs  by  reason  of  slide  valves  not  seating 
well,  a  man  from  the  shop  will  correct  this 
by  scraping  (or  planing  if  necessary)  any 
evening  or  Sunday. 

Cylinder  rings  must  always  fit  so  close  that 
no  steam  may  leak  through.  The  crosshead 
guides  and  piston  rod  must  be  kept  adjusted 
centrally  and  a  close  fit.  The  connecting  rod 
must  be  so  nicely  adjusted  to  pins  that  no 

knock  can  be  heard  at  ends  of  stroke.     A  good 
122 


ENGINEER,  ELECTRICIAN  AND  OILER    123 

level  should  be  used  on  the  cylinder  and  guides 
twice  a  year  to  make  sure  the  foundation  is 
right. 

The  feed-water  heater  and  boiler  feeder 
must  be  kept  in  apple-pie  order  and  all  valves 
between  boilers,  engines  and  pumps  thoroughly 
seated.  Careful  watch  must  be  kept  on  the 
water  gage  so  that  any  trouble  with  the  feed 
water  may  be  instantly  detected.  All  tools, 
wrenches,  gaskets,  packing,  oil  cans,  etc., 
must  be  kept  neatly  arranged  and  always  in 
place  ready  for  use. 

The  engineer  must  be  on  hand  in  time  to  get 
up  steam  before  starting  time  in  case  the  night 
watchman  fails,  and  must  know  that  the  night 
watchman  is  capable  and  performs  all  his 
duties  so  far  as  they  concern  the  engineer's 
department.  The  night  watchman  must  be 
replaced  if  delinquent  or  incompetent. 

Firemen  are  strictly  in  the  care  of  the  engi- 
neer and  both  are  engaged  and  discharged  by 
him  when  necessary.  He  will  see  that  they  are 
thoroughly  up  in  their  work  in  knowledge  and 
practice.  Boilers  must  be  cleaned  every  other 
month  with  mechanical  cleaner  and  tests  made 
of  oil  and  coals  when  called  for  by  the  assistant 


124  RULES  OF  MANAGEMENT 

manager.  Any  change  of  wage  rate  must  be 
submitted  to  the  assistant  manager  before 
being  acted  upon. 

The  engineer  has  full  charge  of,  and  is 
responsible  for,  the  condition  of  all  valves, 
pumps,  stage  of  water,  and  paraphernalia 
pertaining  to  the  sprinkling  system;  also  all 
machinery  and  matters  pertaining  to  the  heat- 
ing systems  throughout  the  plant.  The  water 
meters,  valves,  etc.,  either  for  incoming  or 
outgoing  water,  are  also  under  his  supervision. 
Any  needed  repairs,  painting,  etc.,  in  his 
department  must  be  reported  to  the  assistant 
manager,  and  all  supplies  should  be  obtained 
through  the  purchasing  department.  He 
should  see  that  the  night  watchman  is  posted 
about  cold  weather  and  Sundays,  and  that 
nothing  is  allowed  to  freeze. 

ELECTRICIAN 

The  duties  of  the  electrician  consist  of  the 
care  of  all  electric  motors  throughout  the  plant. 
When  these  need  cleaning,  he  must  see  to  it  that 
this  is  taken  care  of.  All  lighting,  lamps, 
wiring,  storage  batteries  and  electrical  appara- 


ENGINEER,  ELECTRICIAN  AND  OILER    125 

tus  of  every  kind  must  be  handled  by  this 
department. 

He  must  clean  out  truck  batteries  March 
1  and  Sept.  1,  and  also  clean  all  electric  hoists 
in  June  and  December.  Have  flaming  arc 
globes  cleaned  every  two  weeks  during  the 
winter  months  and  covered  during  the  summer. 
Blow  out  all  generators  and  motors  each  Sat- 
urday afternoon.  If  a  motor  is  sparking,  he 
should  give  the  armature  and  commutator 
proper  attention  at  once. 

He  must  see  that  all  incandescent  lamps  are 
protected  by  wire  screens.  When  putting  up 
new  work,  he  should  always  study  the  under- 
writer's specification  for  that  class  of  work,  and 
see  that  this  is  closely  followed.  Keep  the 
fire  alarm,  auto  call  and  electric  clock  system  in 
good  working  condition.  Take  good  care  that 
his  stockroom  is  at  all  times  locked  during  his 
absence. 

NIGHT  OILER 

This  man  reports  to  the  assembly  superin- 
tendent. His  work  calls  for  oiling  all  overhead 
work  that  cannot  be  safely  taken  care  of  during 
the  day.  The  oil  cans  and  ladders  must  be 


126  RULES  OF  MANAGEMENT 

assigned  a  suitable  place,  and  kept  for  this  pur- 
pose. Ladders  must  have  sharp  steel  spikes  to 
prevent  slipping.  Should  bearings  become  hot 
and  oil  reaches  them,  he  must  report  to  the 
foreman,  who  will  see  to  the  quality  of  the  oil. 
He  will  report  to  the  foreman  anything  that 
seems  dangerous.  Where  not  sure  that  grease 
would  do  better  than  oil,  he  must  tell  the  fore- 
man who  will  decide. 


j 


XXXII 

JANITORS  AND  WATCHMEN 
JANITORS 

ANITORS  are  required  to  report  to  the  as- 
sistant manager.  The  two  men  employed  at 
this  work  are  to  keep  all  the  main  offices  clean, 
washing  the  floors  of  main  offices  every  Wednes- 
day and  Saturday;  also  keep  all  windows 
strictly  clean.  This  work  is  to  be  done  even- 
ings and  Saturday  afternoon. 

The  rooms  to  be  cleaned  and  scrubbed 
once  a  week  are  the  drawing  rooms,  cost  de- 
partment, superintendent's  office,  and  all  office 
toilets  and  washrooms;  the  foremen's  and 
workmen's  washrooms,  furnace  room  and 
office  toilet  room.  They  are  also  required  to 
clean  all  office  and  factory  entrance  halls  and 
stairways,  sidewalks  and  crossing  in  front  of  the 
office,  windows,  paint  work,  heaters,  etc. 

All  skylights  and  factory  windows  are  to  be 
kept  thoroughly  clean,  including  the  paint 

127 


128  RULES  OF  MANAGEMENT 

work  in  and  around  the  offices.  All  waste- 
paper  baskets  and  cuspidors  are  to  be  emptied 
by  them  and  the  waste  paper  baled.  Small 
painted  or  varnished  surfaces  such  as  base- 
boards, window  sills,  stairways  and  railings  are 
to  be  kept  looking  nice.  Men  are  detailed  by 
the  labor  boss  to  cut  and  rake  the  lawns. 

GATE  WATCHMAN 

This  man  reports  to  the  assistant  manager 
and  must  be  on  hand  at  least  15  minutes  before 
and  15  minutes  after  the  starting  and  stopping 
whistle.  He  must  allow  no  strangers  or  ap- 
plicants for  employment  through  his  gate,  but 
direct  them  to  the  office.  Employees  are  not  to 
be  allowed  out  during  working  hours,  except  by 
permission  of  the  assistant  manager.  He  may 
telephone  the  office  through  the  receiving  de- 
partment in  cases  where  he  is  uncertain  what 
to  do.  Report  all  cases  of  men  carrying  out 
bundles  unless  he  knows  them  to  be  personal 
property.  He  must  see  to  the  cleaning  of  the 
Ford  automobile  at  least  three  times  a  week. 
This  means  keeping  the  running  gearing  and 
body  free  from  mud. 


JANITORS  AND  WATCHMEN  129 

NIGHT  WATCHMAN 

The  night  watchman  must  have  a  suitable 
engineer's  license.  He  must  report  for  duty 
every  evening  including  Sunday  at  5 : 30. 
He  is  under  orders  of  the  head  engineer  as  to 
the  boilers,  when  to  get  up  steam  and  in  what 
kind  of  weather  to  keep  up  steam  all  night. 
Instructions  as  to  the  running  of  the  gas  en- 
gine and  lights,  and  the  charging  of  all  storage 
batteries  are  to  come  from  the  same  source. 

He  is  required  to  register  on  all  stations, 
notifying  the  Ohio  Messenger  Service  Co.  that 
he  is  on  the  job,  and  in  accordance  with  his  in- 
structions as  to  the  time  of  each  round.  In 
addition  he  must  (while  making  his  rounds) 
keep  a  keen  lookout  for  fire,  thieves,  open 
windows  or  skylights  when  raining,  and  try  all 
doors,  gates  and  windows  that  should  be  kept 
locked. 

He  must  write  out  and  deliver  to  the  engineer 
any  information  regarding  leaky  water  pipes, 
water  closets,  urinals,  steam  or  air,  also  all 
cocks  that  need  repair  and  should  make  his 
first  round  in  daylight  or  while  lights  are  lit,  so 
that  he  may  move  obstacles  over  which  he 

9 


130  RULES  OF  MANAGEMENT 

might  stumble  in  the  dark.  He  must  watch 
the  temperature  in  the  winter  and  warm  up 
the  shop  earlier  on  cold  mornings.  The  tem- 
perature in  the  shop  should  be  60  degrees  at 
6: 30  a.m. 


XXXIII 

A  PROPOSED  PENSION  PLAN1 

T  N  endeavoring  to  present  a  feasible  plan  for 
A  a  pension  system,  it  is  my  desire  to  assist, 
rather  than  handicap,  manufacturers.  There 
is  much  discussion  on  the  subject  of  workmen's 
compensation  which  will  undoubtedly  affect 
some  of  us  more  than  others,  according  to  the 
particular  kind  of  business  we  are  in.  Some 
of  us  in  the  machine-making  line  have  been  in 
business  from  20  to  40  years  with  perhaps  only 
one  death  from  accident  and  probably  less 
than  three  cases  of  total  disability,  while  the 
cases  in  which  workmen  have  been  seriously 
maimed  will  not  amount  to  over  half  a  dozen. 
With  these  facts  before  us,  is  it  not  clear  that 
any  state  tax  which  may  be  levied  should  not 
be  indiscriminately  laid,  but  should  take  into 
account  the  proportion  of  accidents  in  each 
line?  Even  then  we  might  be  paying  for  the 

1  Read  before  National  Metal  Trades  Association,  1913. 
131 


132  RULES  OF  MANAGEMENT 

carelessness  of  some  in  our  own  direct  line. 
In  my  opinion  the  establishing  of  a  life  pension 
for  such  of  our  employees  as  have  filled  all 
the  conditions  to  be  set  forth,  is  of  vastly 
more  importance  to  our  workpeople  as  a  whole, 
than  is  the  question  of  workmen's  compensa- 
tion. It  is  also  of  more  importance  to  our 
members  in  general,  as  it  will  help  to  solve 
some  of  our  problems  regarding  the  keeping  of 
good  men  in  our  employ. 

Those  of  us  who  do  business  in  the  Middle 
West  know  the  restless  and  floating  tendency 
of  the  men  and  the  advantage  of  being  able  to 
keep  the  same  set  of  men  whom  we  have  edu- 
cated with  great  care  and  often  at  considerable 
cost.  This  is  such  a  real  advantage  that  it 
will  pay  us  to  adopt  any  reasonable  plan  which 
will  secure  such  results.  It  would  also  tend 
to  steady  the  population  in  our  industrial 
centers. 

Many  cases  may  be  cited  where  pension 
plans  are  working  out  successfully,  imparting 
a  comfortable  feeling  to  the  minds  of  the  men, 
and,  when  they  know  that  to  leave  their 
employers  means  the  abandonment  of  that 
pension,  any  change  is  apt  to  be  considered 


A  PROPOSED  PENSION  PLAN  133 

very  seriously.  Any  pension  system  should  be 
based  upon  some  plan  that  will  pay  the  bene- 
ficiary not  less  than  half  the  usual  wage. 
The  government  pension  to  common  soldiers 
and  sailors  is  open  to  many  criticisms  on  this 
account. 

The  establishment  of  a  pension  system  neces- 
sitates the  setting  aside  of  a  fund  that  will  form 
a  nucleus  and  finally  the  capital  on  which  the 
pensions  may  be  based.  If,  for  instance, 
a  concern  employing  only  100  men  should 
decide  to  set  apart  2  cents  per  hour  for  every 
operator  in  its  employ,  this  would  mean  approx- 
imately $6,000  per  annum  on  the  basis  of  a 
10-hour  day.  If  any  concern  using  the  pre- 
mium plan  would  put  aside  a  like  amount  per 
hour,  out  of  the  hours  saved,  it  would  double 
this  fund,  which  would  soon  reach  the  point  of 
sustaining  any  pension  payments  that  need 
be  made. 


XXXIV 

BASIS  ON  WHICH  A  FUND  CAN  BE 
STARTED 

A  NY  employer  who  has  maintained  an  effi- 
-**-  cient  system  of  knowing  the  cost  of  manu- 
facturing, realizes  the  tremendous  change  in  the 
art  of  machine  making  which  has  taken  place 
during  the  last  10  years.  The  decreased  cost 
of  production  has  been  largely  due  to  the 
advent  of  high-speed  steel,  and  the  designing 
of  machine  tools  which  could  use  that  to 
the  best  advantage.  This  has  been  hastened 
by  the  advent  of  the  automobile,  as  the  demand 
for  these  has  made  possible  the  development 
of  special  machinery  and  the  lowering  of 
cost  of  production.  As  an  example,  take  the 
four-throw  crank  of  an  automobile.  A  com- 
paratively few  years  ago  this  required  10  hours 
to  machine,  while  with  the  new  and  special 
machinery  it  can  be  turned  ready  for  grinding 
in  15  minutes. 

Many  other  cases  could  be  cited,  but  I  wish 

134 


BASIS  FOR  PENSION  FUND  135 

to  point  out  that,  owing  to  the  improved 
methods  which  have  so  materially  reduced 
costs,  we  are  in  a  position  to  lay  aside  a  small 
portion  of  this  saving  over  former  costs  as  a 
basis  for  the  pension  fund.  In  other  words, 
we  should  adopt  some  system  that  will 
permit  the  taking  of  a  portion  of  the  profits 
which  have  come  through  the  adoption  of 
more  modern  systems  of  doing  business, 
whether  these  savings  come  from  the  machine 
shop,  from  the  method  of  buying  material, 
or  in  any  of  the  many  ways  which  are  proving 
economical  in  modern  business. 

These  are  only  a  few  of  the  many  things  to 
be  considered,  my  main  object  being  to  call 
your  attention  to  the  desirability  of  making 
a  start  so  that  a  fund  may  be  accumulated  from 
which  pensions  may  eventually  be  paid.  In 
case  any  one  may  decide  to  adopt  such  a  plan, 
there  are  a  few  points  connected  with  it  which 
it  may  be  well  to  bear  in  mind. 

POINTS  To  BE  CONSIDERED 

The  Retiring  Age. — My  suggestion  would  be 
65  years;  but  this  should  not  be  arbitrarily 
fixed.  It  should  be  at  the  discretion  of  the 


136  RULES  OF  MANAGEMENT 

trustees  handling  the  pension  fund,  as  there 
may  be  cases  where  it  is  desirable  to  extend 
the  limit  and  others  where  a  man  should  be 
retired  before  reaching  this  age.  The  Pennsyl- 
vania R.R.  pension  plan  allows  retirements 
earlier,  but  not  later  than  the  age  limit  fixed. 

Period  of  Service. — This  should  probably  be 
at  least  25  years  before  a  man  becomes  eligible 
to  receive  the  pension,  but  might  also  be  left 
to  the  discretion  of  the  trustees. 

The  Pension  Fund. — This  should  not  be 
handled  by  the  firm  or  company,  but  by  a 
board  of  trustees.  This  is  on  the  advice  of 
an  eminent  lawyer,  on  account  of  its  being 
.an  obligation  upon  the  firm  or  company  if  so 
handled. 

Apprentices. — The  need  of  a  retiring  age 
is  clearly  shown,  as  an  apprentice,  entering  the 
shop  at  15,  would  be  only  40  at  the  end  of 
25  years'  service. 

Number  of  Pensioners. — By  going  over  your 
books  you  can  readily  see  how  many  employees 
have  been  with  you  25  years.  This  will  give 
you  a  line  on  the  possible  number  of  pensioners 
and  form  a  basis  for  the  probable  demand  on 
the  pension  fund  during  the  next  50  years.  It 


BASIS  FOR  PENSION  FUND  137 

must  be  remembered,  however,  that  a  larger 
percentage  of  employees  will  serve  the  required 
number  of  years  with  a  pension  plan  in 
existence. 

Adding  to  the  Pension  Fund. — There  should 
be  a  thorough  thrashing  out  of  all  methods  of 
adding  to  the  pension  fund,  and  these  should 
be  decided  upon  and  put  in  writing,  with  a 
request  for  suggestions  from  the  various  people 
interested.  The  question  as  to  who  should 
contribute  to  the  fund  should  be  carefully 
considered.  My  own  idea  is  that  this  should 
be  established  entirely  by  the  firm  and  that  the 
men  should  have  no  part  in  its  establishment. 

Amount  of  Pension. — This  varies  widely. 
Some  large  corporations,  including  railroads, 
both  in  this  country  and  abroad,  pay  2  per 
cent,  of  the  average  wage  earned  during  the 
10  years  preceding  retirement.  Others  pay 
1  per  cent,  for  every  year  of  service,  based 
on  the  preceding  10  years  as  above.  This  is 
hardly  sufficient,  as  it  necessitates  a  man's 
serving  50  years  to  secure  half  pay. 

Special  Retirement. — This  should  be  pro- 
vided for  in  cases  where  the  man  has  become 
incapacitated  through  ill  health  before  his 


138  RULES  OF  MANAGEMENT 

25  years  of  service  have  elapsed;  a  certificate 
from  a  physician  approved  by  the  trustees 
should  be  required  in  such  cases.  . 

FURTHER  CONSIDERATIONS 

The  continuance  of  the  pension  to  the  family 
after  the  death  of  the  beneficiary. 

Whether  the  fund  shall  be  invested  in 
municipal,  state,  national  or  railroad  bonds,  or 
otherwise. 

Whether  the  beneficiary  may  engage  in 
business  on  his  own  account  after  retirement  if 
said  business  would  not  be  objectionable  to  the 
trustees. 

.  Investing  the  trustees  with  power  to  suspend 
the  pension  in  case  of  gross  misconduct. 
Should  a  clause  of  this  kind  be  adopted,  it 
should  be  very  carefully  worded,  so  that  it 
would  be  impossible  for  any  trustees  to  debar 
a  man  on  account  of  any  personal  differences, 
political  or  otherwise. 

Ample  provision  to  prevent  any  beneficiary 
having  a  sum  set  aside  for  his  own  pension. 

A  discussion  as  to  the  plan  of  operation  of 
the  work,  in  which  the  cooperation  of  the 
employees  may  be  had.  The  adoption  of 


BASIS  FOR  PENSION  FUND  139 

straight  piecework,  premium  plan,  or  a  com- 
bination of  premium  and  bonus  plans.  But, 
regardless  of  the  plan  adopted,  some  portion 
of  it  should  be  used  for  the  establishment  of  a 
pension  fund. 

The  possible  discontinuance  of  the  business 
either  through  death,  ill  health,  lack  of  profit, 
or  in  any  other  way,  and  the  disposition  to  be 
made  of  the  pension  fund  in  such  cases. 

It  should  be  thoroughly  understood  that 
the  successful  carrying  out  of  such  a  plan 
rests  with  the  employers  alone.  The  whole 
subject  is  presented  as  a  business  proposition 
and  not  as  a  philanthropy  in  any  way.  Any 
company  having  a  reliable  pension  system  will 
be  better  able  to  retain  its  men  for  long  periods. 
It  will,  I  am  sure,  be  a  marked  step  in  the 
advance  of  human  progress  if  pension  systems 
can  be  made  more  general.  The  general  adop- 
tion of  some  such  system,  taking  care  to  point 
out  its  advantages  to  the  men,  will  lessen  the 
restlessness  and  decrease  the  floating  popula- 
tion, will  retain  the  men  we  have  taken  the 
pains  to  educate,  will  increase  the  value  of 
the  business  itself,  and  cannot  help  but  make 
better  citizens. 


UNIVERSITY  OF  CALIFORNIA  LIBRARY 
BERKELEY 

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